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CSC444F'06Lecture 21 CSC444 Software Engineering Prof. David A. Penny Lectures run 7:10 pm to 9:00 pm or thereabouts 10 minute break at 8:00 pm, Resume.

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Presentation on theme: "CSC444F'06Lecture 21 CSC444 Software Engineering Prof. David A. Penny Lectures run 7:10 pm to 9:00 pm or thereabouts 10 minute break at 8:00 pm, Resume."— Presentation transcript:

1 CSC444F'06Lecture 21 CSC444 Software Engineering Prof. David A. Penny Lectures run 7:10 pm to 9:00 pm or thereabouts 10 minute break at 8:00 pm, Resume at 8:10 pm Please purchase a book for $40. Course Website: Lecture 2: Planning

2 CSC444F'06Lecture 22 Capability Maturity Model Developed at Carnegie-Melon Software Engineering Institute by Watts Humphrey. Classifies an organization’s process maturity into 5 levels. –Each level is a group of practices. –The CMM is a roadmap for process improvement. –Should have substantially all practices in place for a lower level before proceeding to the next Can be certified to a certain CMM level –Some similarities to Malcolm Baldrige ISO 9000 Not universally agreed to be a good thing –But everyone agrees to pretend

3 CSC444F'06Lecture 23 CMM Levels

4 CSC444F'06Lecture 24

5 CSC444F'06Lecture 25 Relationship to ISO9000 ISO 9000 –Set of quality standards –Subset relate to software development In essence –Must document the process –Must maintain “quality records” These are auditable to ensure the process is being carried out The process can be anything

6 CSC444F'06Lecture 26 Relationship to Top10 Practices necessary to achieve CMM Level 2 (Repeatable). With enough Level 3 (defined) added to attain ISO9000. With some Level 4 (quantitatively managed) sprinkled in where most effective: –Defect arrival / departure rates –Estimates versus actuals –Metrics on process step completion –Defect attribution

7 CSC444F'06Lecture 27 Planning Most important aspect of CMM Level 2 Common flaws: –Make no plans –Make a plan, but don’t track it –Use Microsoft Project

8 CSC444F'06Lecture 28 Why Plan? Not always a good thing –If no expected date –If no other expectations (e.g., expected functionality) –Planning can only slow you down Required when –External pressures come to bear on release dates Usually only happens a bit later in a software company’s business evolution –Not right at the start –Necessary for “crossing the chasm”

9 CSC444F'06Lecture 29 Crossing the Chasm, Geoffrey Moore (1991)

10 CSC444F'06Lecture 210 Gantt Charts Considered Harmful

11 CSC444F'06Lecture 211 Planning Essentials What are we building? By when will it be ready? How many people do we have? Answer these and nothing more: not “who will be doing what?” nor “what are the detailed tasks required?” nor “in what order must the tasks be performed?”

12 CSC444F'06Lecture 212 Implementation Plans Once planning is complete can then transform into a detailed plan –E.g., Microsoft Project Detailed plan should not contradict the release plan Not all of the project needs details beyond –Who do we assign it to –But some parts do These plans may not be necessary –If no great inter-dependencies that can’t be worked out as you go They hinder change as they are so cumbersome to change

13 CSC444F'06Lecture 213 Of Mice and Men The essence of planning is uncertainty –Plans never “go according to plan” –Must embrace change, not close our eyes to it Therefore: –Must track the plan always –Must react quickly to adverse situations –Must embrace changes in direction –Must re-plan quickly

14 CSC444F'06Lecture 214 Internal Changes Estimation errors –Initial estimates contain a significant (one-sided) margin of error. –As plan progresses, variance in estimates lower Developer-power leaving the project –Illness –Parental leave –Resignations –Budget cuts –Unexpected vacation plans –Unexpectedly low work hours –Unexpectedly low productivity

15 CSC444F'06Lecture 215 External Changes New (big) customer desiring new functionality Competitor release a product Collaboration opportunities Acquisitions and mergers Sudden changes in customer needs –E.g., regulatory changes affecting them

16 CSC444F'06Lecture 216 The Difficult Question What are we building? –May be hard for 1 st release –Subsequent releases will have a big wish list –Pick the best looking ones, most demanded ones –Marketing product management decision What will make us the most sales? By when will it be ready? –Too soon: Customers won’t be ready for a new release –Won’t want to install –Won’t want to learn –Won’t want to pay for it –Too late Customers will forget about you Competitors will pass you Foregone revenues How many developers? –Usually fixed for next release Difficult question –Can we do all 3 at once?

17 CSC444F'06Lecture 217 A Common Happening Often organizations will answer all three questions, but not address the difficult one. Development management will want to please their masters, and will tend to agree to too much in a spirit of “gung-ho!” –Some managers firmly believe that over-commitment is the road to productivity. –“It’s a stretch, but we’ll pull it off” Coders will say “it can’t be done” –but “that’s all they ever say”. Massive sate of denial will set in. –Everybody will hope for a miracle Nobody will accept any blame –Development management: we told you it would be a stretch –Coders: we said it could never be done –Marketing: you should have said something earlier –CEO: you all told me it was going fine –Yourdon’s “Death March”.


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