Software Process andProject

Management

1
Part 1
Software Management Renaissance
Introduction

 In the past ten years, typical goals in the

software process improvement of several
companies are to achieve a 2x, 3x, or 10x
increase in productivity, quality, time to
market, or some combination of all three,
where x corresponds to how well the
company does now.
 The funny thing is that many of these
organizations have no idea what x is, in
objective terms.

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Software Management Renaissance

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Software Management Renaissance
Table of Contents (1)

 The Old Way (Conventional SPM)

 The Waterfall Model
 Conventional Software Management Performance
 Evolution of Software Economics
 Software Economics
 Pragmatic Software Cost Estimation

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Software Management Renaissance
Table of Contents (2)

 Improving Software Economics

 Reducing Software Product Size
 Improving Software Processes
 Improving Team Effectiveness
 Improving Automation through Software Environments
 Achieving Required Quality
 Peer Inspections: A Pragmatic View
 The Old Way and the New
 The Principles of Conventional Software Engineering
 The Principles of Modern Software Management
 Transitioning to an Iterative Process

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The Old Way

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Part 1
The Old Way
 Software crisis

 “The best thing about software is its flexibility”

 It can be programmed to do almost anything.

 “The worst thing about software is also its flexibility”

 The “almost anything ” characteristic has made it difficult
to plan, monitor, and control software development.

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Part 1
The Old Way
The Waterfall Model

System
System
requirements
requirements

Software
Software
requirements
requirements

Analysis
Analysis

Program
 Drawbacks Program
design
design
 Protracted integration
and late design breakage Coding
Coding
 Late risk resolution
 Requirements - driven
functional decomposition Testing
 Adversarial stakeholder relationships Testing
 Focus on document
and review meetings Maintenance
Maintenance
and
andreliance
reliance
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The Old Way
Conventional Software Management Performance

1. Finding and fixing a software problem after delivery costs 100

times more than finding and fixing the problem in early design
phases.
2. You can compress software development schedules 25% of
nominal, but no more.
3. For every $1 you spend on development, you will spend $2 on
maintenance.
4. Software development and maintenance costs are primarily a
function of the number of source lines of code.
5. Variations among people account for the biggest differences in
software productivity.
6. The overall ratio of software to hardware costs is still growing. In
1955 it was 15:85; in 1985, 85:15.
7. Only about 15% of software development effort is devoted to
programming.
8. Walkthroughs catch 60% of the errors.
9. 80% of the contribution comes from 20% of contributors.

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Part 1
Evolution of Software Economics

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Part 1
Evolution of Software Economics
 Most software cost models can be abstracted
into a function of five basic parameters:
 Size (typically, number of source instructions)
 Process (the ability of the process to avoid non-value-
adding activities)
 Personnel (their experience with the computer science
issues and the applications domain issues of the project)
 Environment (tools and techniques available to support
efficient software development and to automate
process)
 Quality (performance, reliability, adaptability…)

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Part 1
Evolution of Software Economics
Three generations of software economics

Cost

Software size
1960s-1970s 1980s-1990s 2000 and on
Waterfall model Process improvement Iterative development
Functional design Encapsulation-based Component- based
Diseconomy of scale Diseconomy of scale Return to investment

Environments/tools: Environments/tools: Environments/tools:

Custom Off-the-shelf, separate Off-the-shelf, integrated
Size: Size: Size:
100% custom 30%component-based, 70% custom 70%component-based, 30% custom
Process: Process: Process:
Ad hoc Repeatable Managed/measured

Typical project performance

Predictably bad Unpredictable Predictable
Always: Infrequently: Usually:
-Over budget -On budget -On budget
-Over schedule -On schedule -On schedule

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Part 1
Evolution of Software Economics
The predominant cost estimation process

Software manager,
software architecture manager,
software development manager,
software assessment manager

Cost modelers

Risks, options,
trade-offs,
alternatives

Cost estimate

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Part 1
Evolution of Software Economics
Pragmatic software cost estimation

 A good estimate has the following attributes:

 It is conceived and supported by the project
manager, architecture team, development team, and
test team accountable for performing the work.
 It is accepted by all stakeholders as ambitious but
realizable.
 It is based on a well defined software cost model with
a credible basis.
 It is based on a database of relevant project
experience that includes similar processes,
technologies, environments, quality requirements,
and people.
 It is defined in enough detail so that its key risk
areas are understood and the probability of success
is objectively assessed.

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Part 1
Improving Software Economics

 Five basic parameters of the software cost

model:
1. Reducing the size or complexity of what needs
to be developed
2. Improving the development process
3. Using more-skilled personnel and better teams
(not necessarily the same thing)
4. Using better environments (tools to automate
the process)
5. Trading off or backing off on quality thresholds

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Improving Software Economics
Important trends in improving software economics

Cost model parameters Trends

Higher order languages
(C++, Java, Visual Basic, etc.)
Size Object-oriented
Abstraction and component (Analysis, design, programming)
based development technologies Reuse
Commercial components
Iterative development
Process Process maturity models
Methods and techniques Architecture-first development
Acquisition reform

Training and personnel

Personnel skill development
People factors Teamwork
Win-win cultures
Integrated tools
(Visual modeling, compiler, editor, etc)
Environment Open systems
Automation technologies and tools Hardware platform performance
Automation of coding, documents,
Hardware testing, analyses
platform performance
Quality
Demonstration-based assessment
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Performance, reliability, accuracy
Statistical quality control
Part 1
Improving Software Economics
Reducing Software Product Size

“The most significant way

to improve affordability and return on investment
is usually to produce a product that achieves
the design goals with the minimum amount of
human-generated source material.”
Reuse, object-oriented
technology, automatic code
production, and higher
order programming
languages are all focused
on achieving a given
system with fewer lines of
human-specified source
directives.

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Improving Software Economics
Reducing Software Product Size - Languages

Language SLOC per UFP

UFP -Universal Function Points Assembly 320

The basic units of the function points
C 128 SLOC metrics
are external user inputs,
are useful estimators for software
external outputs,
after a candidate solution is formulated
internal logic data groups, Fortran 77 105 and
external data interfaces,
an implementation language is known.
and external inquiries. Cobol 85 91
Ada 83 71
C++ 56
Ada 95 55
Java 55
Visual Basic 35

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Improving Software Economics
Reducing Software Product Size – Object-Oriented Methods

 “An object-oriented model of the problem and its solution encourages a

common vocabulary between the end users of a system and its
developers, thus creating a shared understanding of the problem being
solved.”
Here is an example of how object-oriented technology permits
corresponding improvements in teamwork and interpersonal communications.
 “The use of continuous integration creates opportunities to recognize
risk early and make incremental corrections without destabilizing the
entire development effort.”
This aspect of object-oriented technology enables an architecture-first
process, in which integration is an early and continuous life-cycle activity.
 An object-oriented architecture provides a clear separation of concerns
among disparate elements of a system, creating firewalls that prevent
a change in one part of the system from rending the fabric of the entire
architecture.”
This feature of object-oriented technology is crucial to the supporting
languages and environments available to implement object-oriented
architectures.

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Improving Software Economics
Reducing Software Product Size – Reuse

1 Project Solution:
$N and M months Many-project
solution: Operating
with high value per unit
and Schedule Resources

2 Project Solution: investment, typical of

50% more cost and commercial products
Development Cost

100% more time

5 Project Solution:
125% more cost and
150% more time

Number of Projects Using Reusable Components

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Improving Software Economics
Reducing Software Product Size – Commercial Components

APPROACH ADVANTAGES DISADVANTAGES

Predictable license costs Frequent upgrades
Commercial Broadly used, mature technology
Up-front license fees
Recurring maintenance fees
components Available now Dependency on vendor
Run-time efficiency sacrifices
Dedicated support organization
Functionality constraints
Hardware/software independence Integration not always trivial
Rich in functionality No control over upgrades and maintenance
Unnecessary features that consume extra resources
Often inadequate reliability and stability
Multiple-vendor incompatibility

Complete change freedom Expensive, unpredictable development

Custom Smaller, often simpler implementations Unpredictable availability date

development Often better performance

Control of development and
Undefined maintenance model
Often immature and fragile
enhancement Single-platform dependency
Drain on expert resources

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Improving Software Processes

Attributes Metaprocess Macroprocess Microprocess

Subject Line of business Project Iteration

Objectives Line-of-business profitability Project profitability Resource management

Competitiveness Risk management Risk resolution
Project budget, schedule, quality Milestone budget, schedule,
quality
Audience Acquisition authorities, customers Software project managers Subproject managers
Organizational management Software engineers Software engineers

Metrics Project predictability On budget, on schedule On budget, on schedule

Revenue, market share Major milestone success Major milestone progress
Project scrap and rework Release/iteration scrap and
rework
Concerns Bureaucracy vs. standardization Quality vs. financial performance Content vs. schedule

Time scales 6 to 12 months 1 to many years 1 to 6 months

Three levels of processes and their attributes

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Improving Software Economics
Improving Team Effectiveness (1)

 The principle of top talent: Use better and fewer

people.
 The principle of job matching: Fit the task to the skills
an motivation of the people available.
 The principle of career progression: An organization
does best in the long run by helping its people to self-
actualize.
 The principle of team balance: Select people who will
complement and harmonize with one another.
 The principle of phase-out: Keeping a misfit on the
team doesn’t benefit anyone.

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Improving Team Effectiveness (2)

Important Project Manager Skills:

 Hiring skills. Few decisions are as important as hiring decisions. Placing the
right person in the right job seems obvious but is surprisingly hard to
achieve.
 Customer-interface skill. Avoiding adversarial relationships among stake-
holders is a prerequisite for success.
 Decision-making skill. The jillion books written about management have
failed to provide a clear definition of this attribute. We all know a good
leader when we run into one, and decision-making skill seems obvious
despite its intangible definition.
 Team-building skill. Teamwork requires that a manager establish trust,
motivate progress, exploit eccentric prima donnas, transition average
people into top performers, eliminate misfits, and consolidate diverse
opinions into a team direction.
 Selling skill. Successful project managers must sell all stakeholders
(including themselves) on decisions and priorities, sell candidates on job
positions, sell changes to the status quo in the face of resistance, and sell
achievements against objectives. In practice, selling requires continuous
negotiation, compromise, and empathy.

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Achieving Required Quality

Key practices that improve overall software quality:

 Focusing on driving requirements and critical use cases early in
the life cycle, focusing on requirements completeness and
traceability late in the life cycle, and focusing throughout the life
cycle on a balance between requirements evolution, design
evolution, and plan evolution
 Using metrics and indicators to measure the progress and quality
of an architecture as it evolves from a high-level prototype into a
fully compliant product
 Providing integrated life-cycle environments that support early and
continuous configuration control, change management, rigorous
design methods, document automation, and regression test
automation
 Using visual modeling and higher level language that support
architectural control, abstraction, reliable programming, reuse,
and self-documentation
 Early and continuous insight into performance issues through
demonstration-based evaluations

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The Old Way and the New

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Part 1
The Old Way and the New
The Principles of Conventional Software Engineering

1. Make quality #1. Quality must be quantified and mechanism put into place to motivate its
achievement.
2. High-quality software is possible. Techniques that have been demonstrated to increase quality
include involving the customer, prototyping, simplifying design, conducting inspections, and hiring the
best people.
3. Give products to customers early. No matter how hard you try to learn users’ needs during the
requirements phase, the most effective way to determine real needs is to give users a product and let
them play with it.
4. Determine the problem before writing the requirements. When faced with what they believe is
a problem, most engineers rush to offer a solution. Before you try to solve a problem, be sure to
explore all the alternatives and don’t be blinded by the obvious solution.
5. Evaluate design alternatives. After the requirements are agreed upon, you must examine a variety
of architectures and algorithms. You certainly do not want to use an “architecture” simply because it
was used in the requirements specification.
6. Use an appropriate process model. Each project must select a process that makes the most sense
for that project on the basis of corporate culture, willingness to take risks, application area, volatility
of requirements, and the extent to which requirements are well understood.
7. Use different languages for different phases. Our industry’s eternal thirst for simple solutions to
complex problems has driven many to declare that the best development method is one that uses the
same notation through-out the life cycle. Why should software engineers use Ada for requirements,
design, and code unless Ada were optimal for all these phases?
8. Minimize intellectual distance. To minimize intellectual distance, the software’s structure should be
as close as possible to the real-world structure.
9. Put techniques before tools. An undisciplined software engineer with a tool becomes a dangerous,
undisciplined software engineer.
10. Get it right before you make it faster. It is far easier to make a working program run than it is to
make a fast program work. Don’t worry about optimization during initial coding.

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The Old Way and the New
The Principles of Conventional Software Engineering

11. Inspect code. Inspecting the detailed design and code is a much better way to find errors than testing.
12. Good management is more important than good technology. The best technology will not compensate for
poor management, and a good manager can produce great results even with meager resources. Good
management motivates people to do their best, but there are no universal “right” styles of management.
13. People are the key to success. Highly skilled people with appropriate experience, talent, and training are key.
The right people with insufficient tools, languages, and process will succeed. The wrong people with appropriate
tools, languages, and process will probably fail.
14. Follow with care. Just because everybody is doing something does not make it right for you. It may be right,
but you must carefully assess its applicability to your environment. Object orientation, measurement, reuse,
process improvement, CASE, prototyping-all these might increase quality, decrease cost, and increase user
satisfaction. The potential of such techniques is often oversold, and benefits are by no means guaranteed or
universal.
15. Take responsibility. When a bridge collapses we ask, “what did the engineers do wrong?” Even when software
fails, we rarely ask this. The fact is that in any engineering discipline, the best methods can be used to produce
awful designs, and the most antiquated methods to produce elegant design.
16. Understand the customer’s priorities. It is possible the customer would tolerate 90% of the functionality
delivered late if they could have 10% of it on time.
17. The more they see, the more they need. The more functionality (or performance) you provide a user, the
more functionality (or performance) the user wants.
18. Plan to throw one away .One of the most important critical success factors is whether or not a product is
entirely new. Such brand-new applications, architectures, interfaces, or algorithms rarely work the first time.
19. Design for change. The architectures, components, and specification techniques you use must accommodate
change.
20. Design without documentation is not design. I have often heard software engineers say, “I have finished
the design. All that is left is the documentation.”

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The Old Way and the New
The Principles of Conventional Software Engineering

21. Use tools, but be realistic. Software tools make their users more efficient.
22. Avoid tricks. Many programmers love to create programs with tricks- constructs that perform a
function correctly, but in an obscure way. Show the world how smart you are by avoiding tricky code.
23. Encapsulate. Information-hiding is a simple, proven concept that results in software that is easier to
test and much easier to maintain.
24. Use coupling and cohesion. Coupling and cohesion are the best ways to measure software’s
inherent maintainability and adaptability.
25. Use the McCabe complexity measure. Although there are many metrics available to report the
inherent complexity of software, none is as intuitive and easy to use as Tom McCabe’s.
26. Don’t test your own software. Software developers should never be the primary testers of their
own software.
27. Analyze causes for errors. It is far more cost-effective to reduce the effect of an error by
preventing it than it is to find and fix it. One way to do this is to analyze the causes of errors as they
are detected.
28. Realize that software’s entropy increases. Any software system that undergoes continuous
change will grow in complexity and become more and more disorganized.
29. People and time are not interchangeable. Measuring a project solely by person-months makes
little sense.
30. Expert excellence. Your employees will do much better if you have high expectations for them.

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The Old Way and the New
The Principles of Modern Software Management

Architecture-first approach The central design element

Design and integration first, then production and test

Iterative life-cycle process The risk management element

Risk control through ever-increasing function, performance, quality
Component-based development The technology element
Object-oriented methods, rigorous notations, visual modeling

Change management environment The control element

Metrics, trends, process instrumentation
Round-trip engineering The automation element
Complementary tools, integrated environments

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Part 2
A Software Management Process Framework

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Part 2
A Software Management Process Framework
Table of Contents (1)

 Life-Cycle Phases
 Engineering and Production Stages
 Inception Phase
 Elaboration Phase
 Construction Phase
 Transition Phase
 Artifacts of the Process
 The Artifact Sets
 Management Artifacts
 Engineering Artifacts
 Pragmatic Artifacts

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Part 2
A Software Management Process Framework
Table of Contents (2)

 Model-based software Architectures

 Architecture: A Management Perspective
 Architecture: A Technical Perspective
 Workflows of the Process
 Software Process Workflows
 Iteration Workflows
 Checkpoints of the Process
 Major Milestones
 Minor Milestones
 Periodic Status Assessments

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Life-Cycle Phases
Engineering and Production Stages

 Two stages of the life-cycle :

1. The engineering stage – driven by smaller teams doing
design and synthesis activities
2. The production stage – driven by larger teams
doing construction, test, and deployment activities
LIFE-CYCLE ASPECT ENGINEERING STAGE PRODUCTION STAGE
EMPHASIS EMPHASIS
Risk reduction Schedule, technical feasibility Cost
Products Architecture baseline Product release baselines
Activities Analysis, design, planning Implementation, testing
Assessment Demonstration, inspection, Testing
analysis
Economics Resolving diseconomies of Exploiting economics of scale
scale
Management Planning Operations
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Life-Cycle Phases
Engineering and Production Stages

 Attributing only two stages to a life cycle is too coarse

Spiral model [Boehm, 1998]

Engineering Stage Production Stage

Inception Elaboration Construction Transition

Idea Architecture Beta Releases Products

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Life-Cycle Phases
Inception Phase

 Overriding goal – to achieve concurrence among

stakeholders on the life-cycle objectives

 Essential activities :
 Formulating the scope of the project (capturing the
requirements and operational concept in an
information repository)
 Synthesizing the architecture (design trade-offs,
problem space ambiguities, and available solution-
space assets are evaluated)
 Planning and preparing a business case (alternatives
for risk management, iteration planes, and
cost/schedule/profitability trade-offs are evaluated)

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Part 2
Life-Cycle Phases
Elaboration Phase

 During the elaboration phase, an executable

architecture prototype is built

 Essential activities :
 Elaborating the vision (establishing a high-fidelity
understanding of the critical use cases that drive
architectural or planning decisions)
 Elaborating the process and infrastructure
(establishing the construction process, the tools and
process automation support)
 Elaborating the architecture and selecting components
(lessons learned from these activities may result in
redesign of the architecture)

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Part 2
Life-Cycle Phases
Construction Phase

 During the construction phase :

All remaining components and application features
are integrated into the application
All features are thoroughly tested

 Essential activities :
 Resource management, control, and process
optimization
 Complete component development and testing against
evaluation criteria
 Assessment of the product releases against
acceptance criteria of the vision

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Part 2
Life-Cycle Phases
Transition Phase

 The transition phase is entered when baseline is

mature enough to be deployed in the end-user domain
 This phase could include beta testing, conversion of
operational databases, and training of users and
maintainers

 Essential activities :
 Synchronization and integration of concurrent
construction into consistent deployment baselines
 Deployment-specific engineering (commercial
packaging and production, field personnel training)
1. Assessment of deployment baselines against the
complete vision and acceptance criteria in the
requirements set

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Life-Cycle Phases
 Evaluation Criteria :
 Is the user satisfied?
 Are actual resource expenditures
versus planned expenditures acceptable?

 Each of the four phases consists of one or more iterations

in which some technical capability is produced in demonstrable
form and assessed against a set of the criteria
 The transition from one phase to the nest maps more
to a significant business decision than to the completion of
specific software activity.

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Part 2
Artifacts of the Process
Requirements Design Set Implementation Deployment
Set Set Set
1.Vision document
2.Requirements 1.Design model(s) 1.Source code 1.Integrated
model(s) 2.Test model baselines product executable
3.Software 2.Associated baselines
architecture compile-time files 2.Associated
description 3.Component run-time files
executables 3.User manual

Management Set
Planning Artifacts Operational Artifacts
1.Work breakdown structure 5.Release descriptions
2.Bussines case 6.Status assessments
3.Release specifications 7.Software change order database
4.Software development plan 8.Deployment documents
9.Enviorement

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Part 2
Artifacts of the Process
Management Artifacts

 The management set includes several artifacts :

 Work Breakdown Structure – vehicle for budgeting and collecting
costs.
The software project manager must have insight into project costs
and how they are expended.
If the WBS is structured improperly, it can drive the evolving design
in the wrong direction.

 Business Case – provides all the information necessary to determine

whether the project is worth investing in.
It details the expected revenue, expected cost, technical
and management plans.

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Artifacts of the Process
Management Artifacts

 Release Specifications
Typical release specification outline :
I. Iteration content
II. Measurable objectives
A. Evaluation criteria
B. Follow-through approach
III. Demonstration plan
A. Schedule of activities
B. Team responsibilities
IV. Operational scenarios (use cases demonstrated)
A. Demonstration procedures
B. Traceability to vision and business case

Two important forms of requirements :

 vision statement (or user need) - which captures the contract
between the development group and the buyer.
 evaluation criteria – defined as management-oriented requirements,
which may be represented by use cases, use case realizations
or structured text representations.
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Artifacts of the Process
Management Artifacts

Software Development Plan – the defining document for the project’s

process.
It must comply with the contract, comply with the organization standards,
evolve along with the design and requirements.

Deployment – depending on the project, it could include several document

subsets for transitioning the product into operational status.
It could also include computer system operations manuals,
software installation manuals, plans and procedures for cutover etc.

Environment – A robust development environment must support

automation of the development process.
It should include :
requirements management
visual modeling
document automation
automated regression testing

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Part 2
Artifacts of the Process
Engineering Artifacts

 In general review, there are three engineering artifacts :

 Vision document – supports the contract between the funding authority and
the development organization.
It is written from the user’s perspective, focusing on the essential features
of the system.
It should contain at least two appendixes – the first appendix should describe
the operational concept using use cases,
the second should describe the change risks inherent in the vision statement.

 Architecture Description – it is extracted from the design model

and includes views of the design, implementation, and deployment sets
sufficient to understand how the operational concept of the requirements set
will be achieved.

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Artifacts of the Process
Engineering Artifacts

Typical architecture description outline :

I. Architecture overview III. Architectural interactions
A. Operational concept under primary scenarios
A. Objectives B. Operational concept under secondary scenarios
B. Constraints C. Operational concept under anomalous scenarios
C. Freedoms
II. Architecture views IV. Architecture performance
A. Design view
B. Process view IV. Rationale, trade-offs, and other substantiation
C. Component view
D. Deployment view
 Software User Manual – it should include installation procedures,
usage procedures and guidance, operational constraints,
and a user interface description.
 It should be written by members of the test team,
who are more likely to understand the user’s perspective than
the development team.
 It also provides a necessary basis for test plans and test cases,
and for construction of automated test suites.
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Artifacts of the Process
Pragmatic Artifacts

 Over the past 30 years, the quality of documents become

more important than the quality of the engineering information
they represented.
 The reviewer must be knowledgeable in the engineering notation.

 Human-readable engineering artifacts should use rigorous notations

that are complete, consistent, and used in a self-documenting
manner.

 Paper is tangible, electronic artifacts are too easy to change.

 Short documents are more useful than long ones.

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Part 2
Model-Based Software Architectures
A Management Perspective

 From a management perspective, there are three different

aspects of an architecture :

 An architecture (the intangible design concept) is the design

of software system, as opposed to design of a component.

 An architecture baseline (the tangible artifacts) is a slice

of information across the engineering artifact sets sufficient to
satisfy all stakeholders that the vision can be achieved within
the parameters of the business case (cost, profit, time, people).

 An architecture description (a human-readable representation

of an architecture) is an organizes subsets of information
extracted from the design set model.

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Model-Based Software Architectures
A Management Perspective

 The importance of software architecture can be summarized

as follows:
 Architecture representations provide a basis for balancing
the trade-offs between the problem space and the solution space.

 Poor architectures and immature processes are often given as

reasons for project failures.

 A mature process, an understanding of the primary requirements,

and a demonstrable architecture are important prerequisites for
predictable planning.

Architecture development and process definition are the intellectual

steps that map the problem to a solution without violating
the constraints.
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Part 2
Model-Based Software Architectures
A Technical Perspective
The model which draws on the foundation of architecture
developed at Rational Software Corporation and particularly
on Philippe Kruchten’s concepts of software architecture : Architecture
Description
Document
An architecture is described through several views, Design view
which are extracts of design models that capture the Process view
significant structures, collaborations, and behaviors. Use case view
Component view
Deployment view
Other views (optional)

Use Case
View

Deployment
Design Process Component View
View View
View

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Part 2
Model-Based Software Architectures
A Technical Perspective

 The use case view describes how the system’s critical use cases are realized
by elements of the design model.
It is modeled statically using case diagrams,
and dynamically using any of the UML behavioral diagrams.

 The design view addresses the basic structure and the functionality
of the solution.
 The process view addresses the run-time collaboration issues involved in
executing the architecture on a distributed deployment model,
including the logical software network topology, interprocess communication
and state management.
 The component view describes the architecturally significant elements of
the implementation set and addresses the software source code realization
of the system from perspective of the project's integrators and developers.

 The deployment view addresses the executable realization of the system,

including the allocation of logical processes in the distribution view to
physical resources of the deployment network.
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Part 2
Workflows of the Process
Software Process Workflows

 The term workflow is used to mean a thread of cohesive and

most sequential activities.
 There are seven top-level workflows:

1. Management workflow: controlling the process and ensuring win

conditions for all stakeholders
2. Environment workflow: automating the process and evolving
the maintenance environment
3. Requirements workflow: analyzing the problem space and evolving
the requirements artifacts
4. Design workflow: modeling the solution and evolving the architecture and
design artifacts
5. Implementation workflow: programming the components and evolving
the implementation and deployment artifacts
6. Assessment workflow: assessing the trends in process and product
quality
7. Deployment workflow: transitioning the end products to the user
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Part 2
Workflows of the Process
Software Process Workflows

 Four basic key principles:

1. Architecture-first approach: implementing and testing
the architecture must precede full-scale development and testing
and must precede the downstream focus on completeness and
quality of the product features.
2. Iterative life-cycle process: the activities and artifacts of any given
workflow may require more than one pass to achieve adequate
results.
3. Roundtrip engineering: Raising the environment activities
to a first-class workflow is critical; the environment is the tangible
embodiment of the project’s process and notations for producing
the artifacts.
4. Demonstration-based approach: Implementation and assessment
activities are initiated nearly in the life-cycle, reflecting the
emphasis on constructing executable subsets of the involving
architecture.

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Part 2
Workflows of the Process
Iteration Workflows

 An iteration consist of sequential set of activities in various proportions,

depending on where the iteration is located in the development cycle.
An individual iteration’s workflow:
Allocated Results from the
usage scenarios Previous iteration

Management
Requirements
Design
Implementation
Assessment
Deployment

Results for the next

iteration

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Part 2
Workflows of the Process
Iteration Workflows

Inception and Elaboration Phases Construction Phase

Management Management
Requirements Requirements
Design Design
Implementation Implementation
Assessment Assessment
Deployment Deployment
Transition Phase

Management
Requirements
Design
Implementation
Assessment
Deployment

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Part 2
Checkpoints of the Process
 It is important to have visible milestones in the life cycle , where
various stakeholders meet to discuss progress and planes.

 The purpose of this events is to:

 Synchronize stakeholder expectations and achieve concurrence on
the requirements, the design, and the plan.

 Synchronize related artifacts into a consistent and balanced state

 Identify the important risks, issues, and out-of-rolerance conditions

Perform a global assessment for the whole life-cycle.

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Part 2
Checkpoints of the Process
 Three types of joint management reviews are conducted
throughout the process:

1. Major milestones –provide visibility to systemwide issues,

synchronize the management and engineering perspectives
and verify that the aims of the phase have been achieved.

2. Minor milestones – iteration-focused events,

conducted to review the content of an iteration in detail
and to authorize continued work.

3. Status assessments – periodic events provide management

with frequent and regular insight into the progress being
made.
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Part 3
Software Management Disciplines

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Part 3
Software Management Disciplines
Table of Contents (1)

 Iterative Process Planning

 Work Breakdown Structures
 Planning Guidelines
 The Cost and Schedule Estimating Process
 The Iteration Planning Process
 Pragmatic Planning
 Project Organizations and Responsibilities
 Line-of-Business organizations
 Project Organizations
 Evolution Organizations
 Process Automation
 Tools: Automation Building Blocks
 The Project Environment

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Part 3
Software Management Disciplines
Table of Contents (2)

 Project Control and Process Instrumentation

 The Seven Core Metrics
 Management Indicators
 Quality Indicators
 Life-Cycle Expectations
 Pragmatic Software Metrics
 Metrics Automation
 Tailoring the Process
 Process Discriminants
 Example: Small-Scale Project Versus Large-scale Project

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Part 3
Iterative Process Planning
Work Breakdown Structures

 The development of a work breakdown structure

is dependent on the project management style,
organizational culture, customer preference, financial
constraints and several other hard-to-define parameters.

 A WBS is simply a hierarchy of elements that decomposes

the project plan into the discrete work tasks.
 A WBS provides the following information structure:
 A delineation of all significant work
 A clear task decomposition for assignment of responsibilities
 A framework for scheduling, budgeting, and expenditure
tracking.

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Part 3
Iterative Process Planning
Planning Guidelines

 Two simple planning guidelines should be considered

when a project plan is being initiated or assessed.
FIRST-LEVEL DEFAULT
WBS ELEMENT BUDGET

Management 10% DOMAIN INCEPTION ELABORATION CONSTRUCTION TRANSITION

Environment 10%
Effort 5% 20% 65% 10%
Requirements 10%

Design 15% Schedule 10% 30% 50% 10%

Implementation 25%
The second guideline prescribes the allocation
Assessment 25%
of effort and schedule across the life-cycle phases
Deployment 5%

Total 100%

The first guideline prescribes a default

allocation of costs among the first-level
WBS elements

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Part 3
Iterative Process Planning
The Cost and Schedule Estimating Process

 Project plans need to be derived from two perspectives.

 Forward-looking:
1. The software project manager develops a characterization
of the overall size, process, environment, people,
and quality required for the project
2. A macro-level estimate of the total effort and schedule is developed
using a software cost estimation model
3. The software project manager partitions the estimate for the effort
into a top-level WBS, also partitions the schedule into major
milestone dates and partitions the effort into a staffing profile
4. At this point, subproject managers are given the responsibility
for decomposing each of the WBS elements into lower levels using
their top-level allocation, staffing profile, and major milestone dates
as constraints.

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Part 3
Iterative Process Planning
The Cost and Schedule Estimating Process

 Backward-looking:

1. The lowest level WBS elements are elaborated into detailed tasks,
for which budgets and schedules are estimated by the responsible
WBS element manager.
2. Estimates are combined and integrated into higher level budgets
and milestones.
3. Comparisons are made with the top-down budgets and schedule
milestones. Gross differences are assessed and adjustments are
made in order to converge on agreement between the top-down
and the bottom-up estimates.

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Part 3
Iterative Process Planning
The Iteration Planning Process

Engineering Stage Production Stage

Inception Elaboration Construction Transition

Feasibility iterations Architecture iterations Usable iterations Product releases

Engineering stage Production stage

planning emphasis: planning emphasis:
 Macro-level task estimation for  Micro-level task estimation for
production-stage artifacts production-stage artifacts
 Micro-level task estimation for  Macro-level task estimation for
engineering artifacts engineering artifacts
 Stakeholder concurrence  Stakeholder concurrence
 Coarse-grained variance analysis of  Fine-grained variance analysis of
actual vs. planned expenditures actual vs. planned expenditures
 Tuning the top-down project-
independent planning guidelines into
project-specific planning guidelines.

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Part 3
Project Organizations and Responsibilities
Line-of-Business Organizations

Default roles in a software line-of-business organizations

Organization
Manager
Software Engineering Project Review
Process Authority Authority

• Process definition • Project compliance

• Process improvement • Periodic risk assessment

Software Engineering
Infrastructure
Environment Authority

• Process automation • Project administration

• Engineering skill centers
• Professional development

Project A Project B Project N

Manager Manager Manager

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Part 3
Project Organizations and Responsibilities
Project Organizations

Software Management Team

 Systems Engineering
 Financial Administration
 Quality Assurance
Artifacts Responsibilities
 Business case  Resource commitments
 Vision  Personnel assignments
 Software development plan  Plans, priorities,
 Work breakdown structure  Stakeholder satisfaction
 Status assessments  Scope definition
 Requirements set  Risk management
 Project control
Life-Cycle Focus
Inception Elaboration Construction Transition
Elaboration phase planning Construction phase planning Transition phase planning Customer satisfaction
Team formulating Full staff recruitment Construction plan Contract closure
Contract base lining Risk resolution optimization Sales support
Architecture costs Product acceptance criteria Risk management Next-generation planning
Construction costs

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Part 3
Project Organizations and Responsibilities
Project Organizations

Software Architecture Team

 Demonstrations
 Use-case modelers
 Design modelers
Artifacts  Performance analysts Responsibilities
 Architecture description  Requirements trade-offs
 Requirements set  Design trade-offs
 Design set  Component selection
 Release specifications  Initial integration
 Technical risk solution

Life-Cycle Focus
Inception Elaboration Construction Transition
Architecture prototyping Architecture base lining Architecture maintenance Architecture maintenance
Make/buy trade-offs Primary scenario Multiple-component issue Multiple-component issue
Primary scenario definition demonstration resolution resolution
Make/buy trade-offs base Performance tuning Performance tuning
Architecture evaluation Quality improvements Quality improvements
criteria definition lining

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Part 3
Project Organizations and Responsibilities
Project Organizations

Software Development Team

 Component teams

Artifacts Responsibilities
 Design set  Component design
 Implementation set  Component implementation
 Deployment set  Component stand-alone test
 Component maintenance
 Component documentation

Life-Cycle Focus
Inception Elaboration Construction Transition
Prototyping support Critical component design Component design Component maintenance
Make/buy trade-offs Critical component Component implementation Component documentation
implementation and test Component stand-alone test
Critical component base line Component maintenance

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Part 3
Project Organizations and Responsibilities
Project Organizations

Software Assessment Team

 Release testing
 Change management
 Deployment
Artifacts  Environment support Responsibilities
 Deployment set  Project infrastructure
 SCO database  Independent testing
 User manual  Requirements verification
 Environment  Metrics analysis
 Release specifications  Configuration control
 Release descriptions  Change management
 Deployment documents  User deployment
Life-Cycle Focus
Inception Elaboration Construction Transition
Infrastructure planning Infrastructure base lining Infrastructure upgrades Infrastructure maintenance
Primary scenario prototyping Architecture release testing Release testing Release base lining
Change management Change management Change management
Initial user manual User manual base line Deployment to users
Requirements verification Requirements verification

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Part 3
Project Organizations and Responsibilities
Evolution of Organizations

Software Software
management management
50% 10%

Software Software Software Software Software Software

architecture development assessment architecture development assessment
20% 20% 10% 50% 20% 20%

Inception Elaboration
Transition Construction
Software Software
management management
10% 10%

Software Software Software Software Software Software

architecture development assessment architecture development assessment
5% 35% 50% 10% 50% 30%

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Part 3
Process Automation
Computer-aided software engineering

 Computer-aided software engineering (CASE) is

software to support software development and
evolution processes.
 Activity automation
 Graphical editors for system model development;
 Data dictionary to manage design entities;
 Graphical UI builder for user interface construction;
 Debuggers to support program fault finding;
 Automated translators to generate new versions of a
program.

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Part 3
Process Automation
Computer-aided software engineering (CASE) Technology

 Case technology has led to significant

improvements in the software process.
However, these are not the order of
magnitude improvements that were once
predicted
 Software engineering requires creative thought -
this is not readily automated;
 Software engineering is a team activity and, for
large projects, much time is spent in team
interactions. CASE technology does not really
support these.

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Part 3
Process Automation
CASE Classification

 Classification helps us understand the different

types of CASE tools and their support for process
activities.
 Functional perspective
 Tools are classified according to their specific
function.
 Process perspective
 Tools are classified according to process activities
that are supported.
 Integration perspective
 Tools are classified according to their organisation
into integrated units.

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Part 3
Process Automation
Functional Tool Classification

Tool type Examples

Planning tools PERT tools, estimation tools, spreadsheets
Editing tools Text editors, diagram editors, word processors
Change management tools Requirements traceability tools, change control systems
Configuration management tools Version management systems, system building tools
Prototyping tools Very high-level languages, user interface generators
Method-support tools Design editors, data dictionaries, code generators
Language-processing tools Compilers, interpreters
Program analysis tools Cross reference generators, static analysers, dynamic analysers
Testing tools Test data generators, file comparators
Debugging tools Interactive debugging systems
Documentation tools Page layout programs, image editors
Re-engineering tools Cross-reference systems, program re-structuring systems

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Part 3
Process Automation
CASE Integration

 Tools
 Support individual process tasks such as design
consistency checking, text editing, etc.
 Workbenches
 Support a process phase such as specification or
design, Normally include a number of integrated
tools.
 Environments
 Support all or a substantial part of an entire
software process. Normally include several
integrated workbenches.

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Part 3
Process Automation
Tools, Workbenches, Environments

CASE
technolo g y

Tools Wor kbenches Environments

File Integ rated Pr ocess-centr ed

Editors Compilers
compar ators en vironments en vironments

Analysis and
Pro gramming Testing
design

Multi-method Single-method General-purpose Langua ge-specific

workbenches workbenches workbenches workbenches

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Part 3
Project Control and Process Instrumentation
The Core Metrics

METRIC PURPOSE PERSPECTIVES

Work and progress Iteration planning, plan vs. SLOC, function points, object
actuals, management indicator points, scenarios, test cases, SCOs

Budget cost and expenditures Financial insight, plan vs. actuals, Cost per month, full-time staff per
management indicator month, percentage of budget
expended
Staffing and team dynamics Resource plan vs. actuals, hiring People per month added, people
rate, attrition rate per month leaving

Change traffic and stability Iteration planning, management Software changes

indicator of schedule convergence

Breakage and modularity Convergence, software scrap, Reworked SLOC per change, by
quality indicator type, by
release/component/subsystem
Rework and adoptability Convergence, software rework, Average hours per change, by
quality indicator type, by
release/component/subsystem

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Part 3
Tailoring the Process
Process Discriminants

The two primary dimensions of process variability

Higher technical complexity
•Embedded, real-time, distributed, Average software project
fault-tolerant •5 to 10 people
•High-performance, portable •10 to 12 months
•Unprecedented, architecture re- •3 to 5 external interfaces
engineering •Some unknowns, risks

Lower management complexity Higher management complexity

•Smaller scale •Large scale
•Informal •Contractual
•Few stakeholders •Many stakeholders
•“Products” •“Projects”

Lower technical complexity

•Straightforward automation, single
thread
•Interactive performance, single
platform
•Many precedent systems, application
re-engineering

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Part 3
Tailoring the Process
Example: Small-Scale Project vs. Large-Scale Project

Differences in workflow priorities between small and large projects

Rank Small Commercial Large Complex

Project Project

1 Design Management

2 Implementation Design

Deployment Requirements
3
4 Requirements Assessment

5 Assessments Environment

6 Management Implementation

7 Environment Deployment

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Part 4
Looking Forward

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Part 4
Looking Forward
Table of Contents

 Modern Project Profiles

 Continuous Integration
 Early Risk Resolution
 Evolutionary Requirements
 Teamwork Among Stakeholders
 Top 10 Software Management Principles
 Software Management Best Practices
 Next-Generation Software Economics
 Next-Generation Cost Models
 Modern Software Economics
 Modern Process Transitions
 Culture Shifts
 Denouement

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Part 4
Modern Project Profiles
Continuous Integration

Differences in workflow cost allocations between

a conventional process and a modern process
SOFTWARE CONVENTIONAL MODERN
ENGINEERING PROCESS PROCESS
WORKFLOWS EXPENDITURES EXPENDITURES
Management 5% 10%

Environment 5% 10%

Requirements 5% 10%

Design 10% 15%

Implementation 30% 25%

Assessment 40% 25%

Deployment 5% 5%

Total 100% 100%

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Part 4
Modern Project Profiles
Continuous Integration

 The continuous integration inherent in an iterative

development process enables better insight into
quality trade-offs.

 System characteristics that are largely inherent

in the architecture (performance, fault tolerance,
maintainability) are tangible earlier in the process,
when issues are still correctable.

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Part 4
Modern Project Profiles
Early Risk Resolution

 Conventional projects usually do the easy stuff first,

modern process attacks the important 20%
of the requirements, use cases, components, and risks.

 The effect of the overall life-cycle philosophy

on the 80/20 lessons provides a useful risk management
perspective.
 80% of the engineering is consumed by 20% of the requirements.
 80% of the software cost is consumed by 20% of the components.
 80% of the errors are caused by 20% of the components.

 80% of the progress is made by 20% of the people.

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Part 4
Modern Project Profiles
Evolutionary Requirements

 Conventional approaches decomposed system requirements

into subsystem requirements, subsystem requirements into
component requirements, and component requirements into
unit requirements.

 The organization of requirements was structured

so traceability was simple.
 Most modern architectures that use commercial components,
legacy components, distributed resources and
object-oriented methods are not trivially traced
to the requirements they satisfy.
 The artifacts are now intended to evolve along with the process,
with more and more fidelity as the life-cycle progresses and
the requirements understanding matures.

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Part 4
Modern Project Profiles
Teamwork among stakeholders

 Many aspects of the classic development process cause

stakeholder relationships to degenerate into mutual distrust,
making it difficult to balance requirements, product features,
and plans.
 The process with more-effective working relationships between
stakeholders requires that customers, users and monitors have both
applications and software expertise, remain focused on the delivery
of a usable system
 It also requires a development organization that is focused
on achieving customer satisfaction and high product quality
in a profitable manner.
The transition from the exchange of mostly paper artifacts
to demonstration of intermediate results is one of the crucial
mechanisms for promoting teamwork among stakeholders.

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Part 4
Modern Project Profiles
Top 10 Software Management Principles

1. Base the process on an architecture-first approach – rework

rates remain stable over the project life cycle.
2. Establish an iterative life-cycle process that confronts
risk early
3. Transition design methods to emphasize component-based
development
4. Establish a change management environment – the dynamics
of iterative development, including concurrent workflows by
different teams working on shared artifacts, necessitate highly
controlled baselines
5. Enhance change freedom through tools that support
round-trip engineering

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Part 4
Modern Project Profiles
Top 10 Software Management Principles

6. Capture design artifacts in rigorous, model-based notation

7. Instrument the process for objective quality control and

progress assessment

8. Use a demonstration-based approach to asses intermediate

artifacts
9. Plan intermediate releases in groups of usage scenarios with
evolving levels of detail
10. Establish a configurable process that is economically
scalable

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Part 4
Modern Project Profiles
Software Management Best Practices

 There is nine best practices:

1. Formal risk management
2. Agreement on interfaces
3. Formal inspections
4. Metric-based scheduling and management
5. Binary quality gates at the inch-pebble level
6. Program-wide visibility of progress versus plan.
7. Defect tracking against quality targets
8. Configuration management
9. People-aware management accountability

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Part 4
Next-Generation Software Economics
Next-Generation Cost Models

 Software experts hold widely varying opinions about software

economics and its manifestation in software cost estimation models:

source lines of code function points

productivity quality
measures VERSUS measures

Java C++

object-oriented functionally oriented

 It will be difficult to improve empirical estimation models while

the project data going into these models are noisy
and highly uncorrelated, and are based on differing process
and technology foundations.
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Part 4
Next-Generation Software Economics
Next-Generation Cost Models

 Some of today’s popular software cost models are not well matched
to an iterative software process focused an architecture-first approach
 Many cost estimators are still using a conventional process experience
base to estimate a modern project profile
 A next-generation software cost model should explicitly separate
architectural engineering from application production,
just as an architecture-first process does.
 Two major improvements in next-generation software
cost estimation models:
 Separation of the engineering stage from the production stage
will force estimators to differentiate between architectural scale and
implementation size.
 Rigorous design notations such as UML will offer an opportunity
to define units of measure for scale that are more standardized and
therefore can be automated and tracked.
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Part 4
Next-Generation Software Economics
Modern Software Economics

 Changes that provide a good description of what an organizational

manager should strive for in making the transition to a modern
process:

1. Finding and fixing a software problem after delivery

costs 100 times more than fixing the problem in early design
phases
2. You can compress software development schedules 25% of
nominal, but no more.

3. For every $1 you spend on development,

you will spend $2 on maintenance.

4. Software development and maintenance costs are primarily

a function of the number of source lines of code.

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Part 4
Next-Generation Software Economics
Modern Software Economics

5. Variations among people account for the biggest differences

in software productivity.

6. The overall ratio of software to hardware costs

is still growing – in 1955 it was 15:85; in 1985 85:15.

7. Only about 15% of software development effort

is devoted to programming.

8. Software systems and products typically cost 3 times

as much per SLOC as individual software programs.

9. Walkthroughs catch 60% of the errors.

10. 80% of the contribution comes from 20% of the

contributors.
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Part 4
Modern Process Transitions
Culture Shifts

 Several culture shifts must be overcome to transition

successfully to a modern software management process:
 Lower level and mid-level managers are performers
 Requirements and designs are fluid and tangible
 Good and bad project performance is much more obvious earlier
in the life cycle
 Artifacts are less important early, more important later
 Real issues are surfaced and resolved systematically
 Quality assurance is everyone’s job, not a separate discipline
 Performance issues arise early in the life cycle
 Investments in automation is necessary
 Good software organization should be more profitable
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Part 4
Modern Process Transitions
Denouement

 Good way to transition to a more mature iterative

development process that supports automation technologies
and modern architectures is to take the following shot:
 Ready.
Do your homework. Analyze modern approaches and technologies.
Define your process. Support it with mature environments, tools,
and components. Plan thoroughly.

 Aim.
Select a critical project. Staff it with the right team
of complementary resources and demand improved results.

 Fire.
Execute the organizational and project-level plans with vigor and
follow-through.

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