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SupplementarySlidesfor
SoftwareEngineering:
APractitioner'sApproach,5/e
copyright©1996,2001R.S.Pressman&Associates,Inc.ForUniversityUseOnlyMaybereproducedONLYforstudentuseattheuniversitylevelwhenusedinconjunctionwithSoftwareEngineering:APractitioner'sApproach.Anyotherreproductionoruseisexpresslyprohibited.Thispresentation,slides,orhardcopymayNOTbeusedforshortcourses,industryseminars,orconsultingpurposes.Chapter1
TheProduct
WhatisSoftware?Softwareisasetofitemsorobjectsthatforma“configuration〞thatincludes•programs•documents•data...WhatisSoftware?softwareisengineeredsoftwaredoesn’twearoutsoftwareiscomplexsoftwareisa‘differentiator’softwareislikean‘agingfactory’Wearvs.DeteriorationTheCostofChangeSoftwareApplicationssystemsoftwarereal-timesoftwarebusinesssoftwareengineering/scientificsoftwareembeddedsoftwarePCsoftwareAIsoftwareWebApps(Webapplications)SoftwarePosesChallenges
SupplementarySlidesfor
SoftwareEngineering:
APractitioner'sApproach,5/e
copyright©1996,2001R.S.Pressman&Associates,Inc.ForUniversityUseOnlyMaybereproducedONLYforstudentuseattheuniversitylevelwhenusedinconjunctionwithSoftwareEngineering:APractitioner'sApproach.Anyotherreproductionoruseisexpresslyprohibited.Thispresentation,slides,orhardcopymayNOTbeusedforshortcourses,industryseminars,orconsultingpurposes.Chapter2
TheProcessSoftwareEngineeringALayeredTechnologySoftwareEngineeringa“quality〞focusprocessmodelmethodstoolsACommonProcessFrameworkCommonprocessframeworkFrameworkactivitiesworktasksworkproductsmilestones&deliverablesQAcheckpointsUmbrellaActivitiesUmbrellaActivitiesSoftwareprojectmanagementFormaltechnicalreviewsSoftwarequalityassuranceSoftwareconfigurationmanagementDocumentpreparationandproductionReusabilitymanagementMeasurementRiskmanagementProcessasProblemSolvingTheProcessModel:
Adaptabilitytheframeworkactivitieswillalwaysbeappliedoneveryproject...BUTthetasks(anddegreeofrigor)foreachactivitywillvarybasedon:thetypeofproject(an“entrypoint〞tothemodel)characteristicsoftheprojectcommonsensejudgment;concurrenceoftheprojectteamThePrimaryGoal:
HighQualityRemember:Highquality=projecttimelinessWhy?Lessrework!TheLinearModelIterativeModelsPrototypingRADTheIncrementalModelAnEvolutionary(Spiral)ModelStillOtherProcessModelsComponentassemblymodel—theprocesstoapplywhenreuseisadevelopmentobjectiveConcurrentprocessmodel—recognizesthatdifferentpartoftheprojectwillbeatdifferentplacesintheprocessFormalmethods—theprocesstoapplywhenamathematicalspecificationistobedevelopedCleanroomsoftwareengineering—emphasizeserrordetectionbeforetesting
SupplementarySlidesfor
SoftwareEngineering:
APractitioner'sApproach,5/e
copyright©1996,2001R.S.Pressman&Associates,Inc.ForUniversityUseOnlyMaybereproducedONLYforstudentuseattheuniversitylevelwhenusedinconjunctionwithSoftwareEngineering:APractitioner'sApproach.Anyotherreproductionoruseisexpresslyprohibited.Thispresentation,slides,orhardcopymayNOTbeusedforshortcourses,industryseminars,orconsultingpurposes.Chapter3
ProjectManagementThe4P’sPeople—themostimportantelementofasuccessfulprojectProduct—thesoftwaretobebuiltProcess—thesetofframeworkactivitiesandsoftwareengineeringtaskstogetthejobdoneProject—allworkrequiredtomaketheproductarealitySoftwareProjects
sizedeliverydeadlinebudgetsandcostsapplicationdomaintechnologytobeimplementedsystemconstraintsuserrequirementsavailableresourcesFactorsthatinfluencetheendresult...ProjectManagementConcernsWhyProjectsFail?•anunrealisticdeadlineisestablished•changingcustomerrequirements•anhonestunderestimateofeffort•predictableand/orunpredictablerisks•technicaldifficulties•miscommunicationamongprojectstaff•failureinprojectmanagementSoftwareTeamsthedifficultyoftheproblemtobesolvedthesizeoftheresultantprogram(s)inlinesofcodeorfunctionpointsthetimethattheteamwillstaytogether(teamlifetime)thedegreetowhichtheproblemcanbemodularizedtherequiredqualityandreliabilityofthesystemtobebuilttherigidityofthedeliverydatethedegreeofsociability(communication)requiredfortheprojectThefollowingfactorsmustbeconsideredwhenselectingasoftwareprojectteamstructure
...closedparadigm—structuresateamalongatraditionalhierarchyofauthority(similartoaCCteam)randomparadigm—structuresateamlooselyanddependsonindividualinitiativeoftheteammembersopenparadigm—attemptstostructureateaminamannerthatachievessomeofthecontrolsassociatedwiththeclosedparadigmbutalsomuchoftheinnovationthatoccurswhenusingtherandomparadigmsynchronousparadigm—reliesonthenaturalcompartment-alizationofaproblemandorganizesteammemberstoworkonpiecesoftheproblemwithlittleactivecommunicationamongthemselvesOrganizationalParadigmssuggestedbyConstantine[CON93]DefiningtheProblemestablishscope—anarrativethatboundstheproblemdecomposition—establishesfunctionalpartitioningMeldingProblemandProcessToGettotheEssenceofaProjectWhyisthesystembeingdeveloped?Whatwillbedone?Bywhen?Whoisresponsibleforafunction?Wherearetheyorganizationallylocated?Howwillthejobbedonetechnicallyandmanagerially?Howmuchofeachresource(e.g.,people,software,tools,database)willbeneeded?BarryBoehmCriticalPracticesFormalriskanalysisEmpiricalcostandscheduleestimationMetrics-basedprojectmanagementEarnedvaluetrackingDefecttrackingagainstqualitytargetsPeopleawareprojectmanagement
SupplementarySlidesfor
SoftwareEngineering:
APractitioner'sApproach,5/e
copyright©1996,2001R.S.Pressman&Associates,Inc.ForUniversityUseOnlyMaybereproducedONLYforstudentuseattheuniversitylevelwhenusedinconjunctionwithSoftwareEngineering:APractitioner'sApproach.Anyotherreproductionoruseisexpresslyprohibited.Thispresentation,slides,orhardcopymayNOTbeusedforshortcourses,industryseminars,orconsultingpurposes.Chapter4
SoftwareProcessandProjectMetricsMeasurement&Metrics...collectingmetricsistoohard...it'stootime-consuming...it'stoopolitical...itwon'tproveanything...Anythingthatyouneedtoquantifycanbemeasuredinsomewaythatissuperiortonotmeasuringitatall..TomGilbWhydoweMeasure?TocharacterizeToevaluateTopredictToimproveAGoodManagerMeasuresmeasurementWhatdoweuseasabasis?
•size?
•function?projectmetricsprocessmetricsprocessproductproductmetricsProcessMetricsmajorityfocusonqualityachievedasaconsequenceofarepeatableormanagedprocessstatisticalSQAdataerrorcategorization&analysisdefectremovalefficiencypropagationfromphasetophasereusedataProjectMetricsEffort/timeperSEtaskErrorsuncoveredperreviewhourScheduledvs.actualmilestonedatesChanges(number)andtheircharacteristicsDistributionofeffortonSEtasksProductMetricsfocusonthequalityofdeliverablesmeasuresofanalysismodelcomplexityofthedesigninternalalgorithmiccomplexityarchitecturalcomplexitydataflowcomplexitycodemeasures(e.g.,Halstead)measuresofprocesseffectivenesse.g.,defectremovalefficiencyMetricsGuidelinesUsecommonsenseandorganizationalsensitivitywheninterpretingmetricsdata.Provideregularfeedbacktotheindividualsandteamswhohaveworkedtocollectmeasuresandmetrics.Don’tusemetricstoappraiseindividuals.Workwithpractitionersandteamstosetcleargoalsandmetricsthatwillbeusedtoachievethem.Neverusemetricstothreatenindividualsorteams.Metricsdatathatindicateaproblemareashouldnotbeconsidered“negative.〞Thesedataaremerelyanindicatorforprocessimprovement.Don’tobsessonasinglemetrictotheexclusionofotherimportantmetrics.NormalizationforMetricsTypicalSize-OrientedMetricserrorsperKLOC(thousandlinesofcode)defectsperKLOC$perLOCpageofdocumentationperKLOCerrors/person-monthLOCperperson-month$/pageofdocumentationTypicalFunction-OrientedMetricserrorsperFP(thousandlinesofcode)defectsperFP$perFPpagesofdocumentationperFPFPperperson-monthWhyOptforFPMeasures?ComputingFunctionPointsAnalyzingtheInformationDomainTakingComplexityintoAccountMeasuringQualityCorrectness—thedegreetowhichaprogramoperatesaccordingtospecificationMaintainability—thedegreetowhichaprogramisamenabletochangeIntegrity—thedegreetowhichaprogramisimpervioustooutsideattackUsability—thedegreetowhichaprogramiseasytouseDefectRemovalEfficiencyDRE=(errors)/(errors+defects)whereerrors=problemsfoundbeforereleasedefects=problemsfoundafterreleaseManagingVariationThemRControlChart
SupplementarySlidesfor
SoftwareEngineering:
APractitioner'sApproach,5/e
copyright©1996,2001R.S.Pressman&Associates,Inc.ForUniversityUseOnlyMaybereproducedONLYforstudentuseattheuniversitylevelwhenusedinconjunctionwithSoftwareEngineering:APractitioner'sApproach.Anyotherreproductionoruseisexpresslyprohibited.Thispresentation,slides,orhardcopymayNOTbeusedforshortcourses,industryseminars,orconsultingpurposes.Chapter5
SoftwareProjectPlanningSoftwareProjectPlanningTheoverallgoalofprojectplanningistoestablishapragmaticstrategyforcontrolling,tracking,andmonitoringacomplextechnicalproject.Why?Sotheendresultgetsdoneontime,withquality!TheStepsScoping—understandtheproblemandtheworkthatmustbedoneEstimation—howmucheffort?howmuchtime?Risk—whatcangowrong?howcanweavoidit?whatcanwedoaboutit?Schedule—howdoweallocateresourcesalongthetimeline?whatarethemilestones?Controlstrategy—howdowecontrolquality?howdowecontrolchange?WriteitDown!SoftwareProjectPlanProjectScopeEstimatesRisksScheduleControlstrategyToUnderstandScope...Understandthecustomersneedsunderstandthebusinesscontextunderstandtheprojectboundariesunderstandthecustomer’smotivationunderstandthelikelypathsforchangeunderstandthat...Evenwhenyouunderstand,nothingisguaranteed!CostEstimationprojectscopemustbeexplicitlydefinedtaskand/orfunctionaldecompositionisnecessaryhistoricalmeasures(metrics)areveryhelpfulatleasttwodifferenttechniquesshouldbeusedrememberthatuncertaintyisinherentEstimationTechniquespast(similar)projectexperienceconventionalestimationtechniquestaskbreakdownandeffortestimatessize(e.g.,FP)estimatestools(e.g.,Checkpoint)FunctionalDecompositionStatementofScopeperforma"grammaticalparse"functionaldecompositionCreatingaTaskMatrixObtainedfrom“processframework〞applicationfunctionsframeworkactivitiesEffortrequiredtoaccomplisheachframeworkactivityforeachapplicationfunctionConventionalMethods:
LOC/FPApproachcomputeLOC/FPusingestimatesofinformationdomainvaluesusehistoricaleffortfortheprojectExample:LOCApproachExample:FPApproachTool-BasedEstimationprojectcharacteristicscalibrationfactorsLOC/FPdataEmpiricalEstimationModelsGeneralform:effort=tuningcoefficient*sizeexponentusuallyderivedasperson-monthsofeffortrequiredeitheraconstantoranumberderivedbasedoncomplexityofprojectusuallyLOCbutmayalsobefunctionpointempiricallyderivedEstimationGuidelinesestimateusingatleasttwotechniquesgetestimatesfromindependentsourcesavoidover-optimism,assumedifficultiesyou'vearrivedatanestimate,sleeponitadjustforthepeoplewho'llbedoingthejob—theyhavethehighestimpactTheMake-BuyDecisionComputingExpectedCost
(pathprobability)x(estimatedpathcost)iiForexample,theexpectedcosttobuildis:expectedcost=0.30($380K)+0.70($450K)similarly,expectedcost=$382Kexpectedcost=$267Kexpectedcost=$410Kbuildreusebuycontrexpectedcost==$429K
SupplementarySlidesfor
SoftwareEngineering:
APractitioner'sApproach,5/e
copyright©1996,2001R.S.Pressman&Associates,Inc.ForUniversityUseOnlyMaybereproducedONLYforstudentuseattheuniversitylevelwhenusedinconjunctionwithSoftwareEngineering:APractitioner'sApproach.Anyotherreproductionoruseisexpresslyprohibited.Thispresentation,slides,orhardcopymayNOTbeusedforshortcourses,industryseminars,orconsultingpurposes.Chapter6
RiskManagementProjectRisksWhatcangowrong?Whatisthelikelihood?Whatwillthedamagebe?Whatcanwedoaboutit?ReactiveRiskManagement
projectteamreactstoriskswhentheyoccurmitigation—planforadditionalresourcesinanticipationoffirefightingfixonfailure—resourcearefoundandappliedwhentheriskstrikescrisismanagement—failuredoesnotrespondtoappliedresourcesandprojectisinjeopardyProactiveRiskManagementformalriskanalysisisperformedorganizationcorrectstherootcausesofriskTQMconceptsandstatisticalSQAexaminingrisksourcesthatliebeyondtheboundsofthesoftwaredevelopingtheskilltomanagechangeRISKRiskManagementParadigmcontrolidentifyanalyzeplantrackBuildingaRiskTableRiskProbabilityImpactRMMMRiskMitigationMonitoring&ManagementBuildingtheRiskTableEstimatetheprobabilityofoccurrenceEstimatetheimpactontheprojectonascaleof1to5,where1=lowimpactonprojectsuccess5=catastrophicimpactonprojectsuccesssortthetablebyprobabilityandimpactmitigation—howcanweavoidtherisk?monitoring—whatfactorscanwetrackthatwillenableustodetermineiftheriskisbecomingmoreorlesslikely?management—whatcontingencyplansdowehaveiftheriskbecomesareality?RiskMitigation,Monitoring,
andManagementRiskDuetoProductSize•
estimatedsizeoftheproductinLOCorFP?•
estimatedsizeofproductinnumberofprograms,
files,transactions?•percentagedeviationinsizeofproductfromaverageforpreviousproducts?•sizeofdatabasecreatedorusedbytheproduct?•numberofusersoftheproduct?•numberofprojectedchangestotherequirements
fortheproduct?beforedelivery?afterdelivery?•amountofreusedsoftware?Attributesthataffectrisk:RiskDuetoBusinessImpact•affectofthisproductoncompanyrevenue?•visibilityofthisproductbyseniormanagement?•reasonablenessofdeliverydeadline?•numberofcustomerswhowillusethisproduct•interoperabilityconstraints•sophisticationofendusers?•amountandqualityofproductdocumentationthatmustbeproducedanddeliveredtothecustomer?•governmentalconstraints•costsassociatedwithlatedelivery?•costsassociatedwithadefectiveproduct?Attributesthataffectrisk:RisksDuetotheCustomer•Haveyouworkedwiththecustomerinthepast?•Doesthecustomerhaveasolidideaofrequirements?•Hasthecustomeragreedtospendtimewithyou?•Isthecustomerwillingtoparticipateinreviews?•Isthecustomertechnicallysophisticated?•Isthecustomerwillingtoletyourpeopledotheirjob—thatis,willthecustomerresistlookingoveryourshoulderduringtechnicallydetailedwork?•Doesthecustomerunderstandthesoftwareengineeringprocess?Questionsthatmustbeanswered:RisksDuetoProcessMaturity•Haveyouestablishedacommonprocessframework?•Isitfollowedbyprojectteams?•Doyouhavemanagementsupportforsoftwareengineering•DoyouhaveaproactiveapproachtoSQA?•Doyouconductformaltechnicalreviews?•AreCASEtoolsusedforanalysis,designandtesting?•Arethetoolsintegratedwithoneanother?•Havedocumentformatsbeenestablished?Questionsthatmustbeanswered:TechnologyRisks•Isthetechnologynewtoyourorganization?•Arenewalgorithms,I/Otechnologyrequired?
•Isneworunprovenhardwareinvolved?•Doestheapplicationinterfacewithnewsoftware?•Isaspecializeduserinterfacerequired?•Istheapplicationradicallydifferent?•Areyouusingnewsoftwareengineeringmethods?•Areyouusingunconventionalsoftwaredevelopmentmethods,suchasformalmethods,AI-basedapproaches,artificialneuralnetworks?•Aretheresignificantperformanceconstraints?•Istheredoubtthefunctionalityrequestedis"do-able?"Questionsthatmustbeanswered:Staff/PeopleRisks•Arethebestpeopleavailable?•Doesstaffhavetherightskills?•Areenoughpeopleavailable?•Arestaffcommittedforentireduration?•Willsomepeopleworkparttime?•Dostaffhavetherightexpectations?•Havestaffreceivednecessarytraining?•Willturnoveramongstaffbelow?Questionsthatmustbeanswered:Project:EmbeddedsoftwareforXYZsystemRisktype:scheduleriskPriority(1low...5critical):4Riskfactor:Projectcompletionwilldependontestswhichrequirehardwarecomponentunderdevelopment.HardwarecomponentdeliverymaybedelayedProbability:60%Impact:ProjectcompletionwillbedelayedforeachdaythathardwareisunavailableforuseinsoftwaretestingMonitoringapproach:
ScheduledmilestonereviewswithhardwaregroupContingencyplan:ModificationoftestingstrategytoaccommodatedelayusingsoftwaresimulationEstimatedresources:6additionalpersonmonthsbeginning7-1-96RecordingRiskInformation
SupplementarySlidesfor
SoftwareEngineering:
APractitioner'sApproach,5/e
copyright©1996,2001R.S.Pressman&Associates,Inc.ForUniversityUseOnlyMaybereproducedONLYforstudentuseattheuniversitylevelwhenusedinconjunctionwithSoftwareEngineering:APractitioner'sApproach.Anyotherreproductionoruseisexpresslyprohibited.Thispresentation,slides,orhardcopymayNOTbeusedforshortcourses,industryseminars,orconsultingpurposes.Chapter7
ProjectSchedulingandTrackingWhyAreProjectsLate?anunrealisticdeadlineestablishedbysomeoneoutsidethesoftwaredevelopmentgroupchangingcustomerrequirementsthatarenotreflectedinschedulechanges;anhonestunderestimateoftheamountofeffortand/orthenumberofresourcesthatwillberequiredtodothejob;predictableand/orunpredictablerisksthatwerenotconsideredwhentheprojectcommenced;technicaldifficultiesthatcouldnothavebeenforeseeninadvance;humandifficultiesthatcouldnothavebeenforeseeninadvance;miscommunicationamongprojectstaffthatresultsindelays;afailurebyprojectmanagementtorecognizethattheprojectisfallingbehindscheduleandalackofactiontocorrecttheproblemSchedulingPrinciplescompartmentalization—definedistincttasksinterdependency—indicatetaskinterrelationshipsffortvalidation—besureresourcesareavailabledefinedresponsibilities—peoplemustbeassigneddefinedoutcomes—eachtaskmusthaveanoutputdefinedmilestones—reviewforqualityDefiningTaskSetsdeterminetypeofprojectassessthedegreeofrigorrequiredidentifyadaptationcriteriacomputetasksetselector(TSS)valueinterpretTSStodeterminedegreeofrigorselectappropriatesoftwareengineeringtasksExampleDefineaTaskNetworkEffortAllocation40-50%30-40%“frontend〞activitiescustomercommunicationanalysisdesignreviewandmodificationconstructionactivitiescodingorcodegenerationtestingandinstallationunit,integrationwhite-box,blackboxregression15-20%UseAutomatedToolsto
DeriveaTimelineChart
SupplementarySlidesfor
SoftwareEngineering:
APractitioner'sApproach,5/e
copyright©1996,2001R.S.Pressman&Associates,Inc.ForUniversityUseOnlyMaybereproducedONLYforstudentuseattheuniversitylevelwhenusedinconjunctionwithSoftwareEngineering:APractitioner'sApproach.Anyotherreproductionoruseisexpresslyprohibited.Thispresentation,slides,orhardcopymayNOTbeusedforshortcourses,industryseminars,orconsultingpurposes.Chapter8
SoftwareQualityAssuranceWhySQAActivitiesPayOff?costtofindandfixadefect10010logscale1Req.Designcodetestsystemtestfielduse0.751.001.503.0010.00QualityConceptsgeneralobjective:reducethe“variationbetweensamples〞...buthowdoesthisapplytosoftware?qualitycontrol:aseriesofinspections,reviews,testsqualityassurance:analysis,auditingandreportingactivitiescostofqualityappraisalcostsfailurecostsexternalfailurecostsSoftwareQualityAssuranceFormalTechnicalReviewsSQATestPlanning&ReviewMeasurementAnalysis&ReportingProcessDefinition&StandardsReviews&Inspections...thereisnoparticularreasonwhyyourfriendandcolleaguecannotalsobeyoursternestcritic.JerryWeinbergWhatAreReviews?ameetingconductedbytechnicalpeoplefortechnicalpeopleatechnicalassessmentofaworkproductcreatedduringthesoftwareengineeringprocessasoftwarequalityassurancemechanismatraininggroundWhatReviewsAreNot!Theyarenot:aprojectbudgetsummaryaschedulingassessmentanoverallprogressreportamechanismforreprisalorpoliticalintrigue!!ThePlayersreviewleaderproducerrecorderreviewerstandardsbearer(SQA)maintenanceoracleuserrepConductingtheReviewbeprepared—evaluateproductbeforethereviewreviewtheproduct,nottheproducerkeepyourtonemild,askquestionsinsteadofmakingaccusationssticktothereviewagendaraiseissues,don'tresolvethemavoiddiscussionsofstyle—sticktotechnicalcorrectnessschedulereviewsasprojecttasksrecordandreportallreviewresults..ReviewOptionsMatrixtrainedleaderagendaestablishedreviewersprepareinadvanceproducerpresentsproduct“reader〞presentsproductrecordertakesnoteschecklistsusedtofinderrorserrorscategorizedasfoundissueslistcreatedteammustsign-offonresultIPR—informalpeerreviewWT—WalkthroughIN—InspectionRRR—roundrobinreviewIPRWTINRRRnomaybemaybemaybenomaybenonononoyesyesyesyesnoyesnonoyesyesyesyesyesnoyesyesyesyesyesyesyesyesyesnonoyesnonoyesmaybe**MetricsDerivedfromReviewsinspectiontimeperpageofdocumentationinspectiontimeperKLOCorFPerrorsuncoveredperreviewerhourerrorsuncoveredperpreparationhourerrorsuncoveredperSEtask(e.g.,design)numberofminorerrors(e.g.,typos)numberoferrorsfoundduringpreparationnumberofmajorerrors(e.g.,nonconformancetoreq.)inspectioneffortperKLOCorFPStatisticalSQAProduct&Processmeasurement...anunderstandingofhowtoimprovequality...•collectinformationonalldefects•findthecausesofthedefects•movetoprovidefixesfortheprocessSupplementarySlidesfor
SoftwareEngineering:
APractitioner'sApproach,5/e
copyright©1996,2001R.S.Pressman&Associates,Inc.ForUniversityUseOnlyMaybereproducedONLYforstudentuseattheuniversitylevelwhenusedinconjunctionwithSoftwareEngineering:APractitioner'sApproach.Anyotherreproductionoruseisexpresslyprohibited.Thispresentation,slides,orhardcopymayNOTbeusedforshortcourses,industryseminars,orconsultingpurposes.Chapter9
SoftwareConfigurationManagementThe“FirstLaw〞Nomatterwhereyouareinthesystemlifecycle,thesystemwillchange,andthedesiretochangeitwillpersistthroughoutthelifecycle.Bersoff,etal,1980WhatAreTheseChanges?dataotherdocumentscodeTestProjectPlanchangesintechnicalrequirementschangesinbusinessrequirementschangesinuserrequirementssoftwaremodelsTheSoftwareConfigurationprogramsdocumentsdataThepiecesChange&SCMSoftwareEngineeringaTQMfoundationproceduresmethodstoolsSCM•identification•versioncontrol•changecontrol•auditing•reporting•constructionChangeControlSTOPChangeControlProcess—Ichangerequestfromuserdeveloperevaluateschangereportisgeneratedchangecontrolauthoritydecidesrequestisqueuedforactionchangerequestisdenieduserisinformedneedforchangeisrecognizedchangecontrolprocess—IIChangeControlProcess-IIassignpeopletoSCIscheck-outSCIsmakethechangereview/auditthechangeestablisha“baseline〞fortestingchangecontrolprocess—IIIChangeControlProcess-IIIperformSQAandtestingactivitiespromoteSCIforinclusioninnextreleaserebuildappropriateversionreview/auditthechangeincludeallchangesinreleasecheck-inthechangedSCIsAuditingSCIsChangeRequestsSQAPlanSCMAuditStatusAccountingSCIsChangeRequestsChangeReportsECOsStatusAccountingReporting
SupplementarySlidesfor
SoftwareEngineering:
APractitioner'sApproach,5/e
copyright©1996,2001R.S.Pressman&Associates,Inc.ForUniversityUseOnlyMaybereproducedONLYforstudentuseattheuniversitylevelwhenusedinconjunctionwithSoftwareEngineering:APractitioner'sApproach.Anyotherreproductionoruseisexpresslyprohibited.Thispresentation,slides,orhardcopymayNOTbeusedforshortcourses,industryseminars,orconsultingpurposes.Chapter10
SystemEngineeringTheHierarchyBusinessProcessEngineeringusesanintegratedsetofprocedures,methods,andtoolstoidentifyhowinformationsystemscanbestmeetthestrategicgoalsofanenterprisefocusesfirstontheenterpriseandthenonthebusinessareacreatesenterprisemodels,datamodelsandprocessmodelscreatesaframeworkforbetterinformationmanagementdistribution,andcontrolTheBPEHierarchyInformationstrategyplanning(ISP)strategicgoalsdefinedsuccessfactors/businessrulesidentifiedenterprisemodelcreatedBusinessareaanalysis(BAA)processes/servicesmodeledinterrelationshipsofprocessesanddataApplicationEngineeringa.k.a...softwareengineeringmodelingapplications/proceduresthataddress(BAA)andconstraintsofISPConstructionanddeliveryusingCASEand4GTs,testing
InformationStrategyPlanningManagementissuesdefinestrategicbusinessgoals/objectivesisolatecriticalsuccessfactorsconductanalysisoftechnologyimpactperformanalysisofstrategicsystemsTechnicalissuescreateatop-leveldatamodelclusterbybusi
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