Supplementary Slides for Software Engineering: A Practitioner's Approach, 5/e 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. 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 1 Chapter 7 Project Scheduling and Tracking 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 2 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 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 3 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 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 4 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 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 5 Example I.2 Preliminary concept planning I.3 Technology risk assessment Planning Engineering/ Construction Project Definition I.1 Concept scoping I.4 Proof of concept Concept Development Reengineering Application Maintenance New Application Application Development Enhancement I.6 Customer reaction Customer Evaluation I.5 Concept implementation Release Figure 7.2 Concept development tasks using an evolutionary model 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 6 Define a Task Network I.5a Concept Implement. I.3a Tech. Risk Assessment I.1 Concept scoping I.2 Concept planning I.3b Tech. Risk Assessment I.4 Proof of Concept I.5b Concept Implement. I.3c Tech. Risk Assessment I.5c Concept Implement. Three I.3 tasks are applied in parallel to 3 different concept functions Three I.3 tasks are applied in parallel to 3 different concept functions Integrate a, b, c I.6 Customer Reaction 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 7 Effort Allocation 40-50% 15-20% ❏ “front end” activities ➯ ➯ ➯ ➯ customer communication analysis design review and modification ❏ construction activities ➯ coding or code generation ❏ testing and installation 30-40% ➯ unit, integration ➯ white-box, black box ➯ regression 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 8 Use Automated Tools to Derive a Timeline Chart Work tasks I.1.1 I.1.2 I.1.3 I.1.4 I.1.5 I.1.6 I.1.7 I.1.8 week 1 week 2 week 3 week 4 week 5 Identify need and benefits Meet with customers Identify needs and project constraints Establish product statement Milestone: product statement defined Define desired output/control/input (OCI) Scope keyboard functions Scope voice input functions Scope modes of interaction Scope document diagnostics Scope other WP functions Document OCI FTR: Review OCI with customer Revise OCI as required; Milestone; OCI defined Define the functionality/behavior Define keyboard functions Define voice input functions Decribe modes of interaction Decribe spell/grammar check Decribe other WP functions FTR: Review OCI definition with customer Revise as required Milestone: OCI defintition complete Isolate software elements Milestone: Software elements defined Research availability of existing software Reseach text editiong components Research voice input components Research file management components Research Spell/Grammar check components Milestone: Reusable components identified Define technical feasibility Evaluate voice input Evaluate grammar checking Milestone: Technical feasibility assessed Make quick estimate of size Create a Scope Definition Review scope document with customer Revise document as required Milestone: Scope document complete 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. 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