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CSCE 431: Software Lifecycle Some material from B. Meyer, M. Oriol, B. Schoeller, ETH Zurich.

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Presentation on theme: "CSCE 431: Software Lifecycle Some material from B. Meyer, M. Oriol, B. Schoeller, ETH Zurich."— Presentation transcript:

1 CSCE 431: Software Lifecycle Some material from B. Meyer, M. Oriol, B. Schoeller, ETH Zurich

2 Outline Early ideas about improving software quality Software development process Process models Process maturity Organizational structure that supports a process Summary CSCE 431 Software Lifecycle

3 Idea: Better Languages Working with machine languages was tedious Especially tedious to write efficient programs High accidental complexity No portability, each machine programmed differently As a consequence, low productivity Extreme example: Microcode developers typically wrote 2 lines of debugged code per day – 1 before lunch, 1 after lunch Idea: translate programs from a higher-level description Backus, 1954: FORTRAN (FORmula TRANslator) First HLL implementation 20x reduction in statements CSCE 431 Software Lifecycle

4 Idea: Better Languages Idea of a better language applied many times, still being applied FORTRAN as an example: FORTRAN I (1957) 32 instructions FORTRAN II (1958) Added procedures, COMMON, arithmetic IF – my first language, on punched cards! FORTRAN IV (1962) Added logical expressions, logical IF – my first college language, still punched cards! FORTRAN 66 ANSI standard FORTRAN 77 ELSE, DO WHILE, (previously had to use GOTO) Taught in freshman engineering until 1999 FORTRAN 90, 95 Modules, abstract data types, dynamic memory allocation, FORALL vectorization FORTRAN 2003, 2008 Objects, procedure pointers FORTRAN 2015 – C interoperability, new parallel features Other successful languages have had similar progress over the decades CSCE 431 Software Lifecycle

5 Idea: Structure Programs Better Böhm, Jacopini, 1966 Any program can be rewritten as a structured program Using only sequence, iteration, selection control constructs One entry point Dijkstra, 1966: Argued against the use of GOTO in his Notes on Structured Programming Structured programming makes it more feasible to develop convincing arguments of a program’s correctness (proofs) Adaptability and manageability of a program improves E. W. Dijkstra, Go To Statement Considered Harmful, CACM, Vol. 11, No. 3, March 1968, pp CSCE 431 Software Lifecycle

6 Managing Complexity: First Ideas of Modularity Top-down design N. Wirth’s Stepwise Refinement Decompose problem into high-level units Decompose each unit recursively to smaller units When at code-level for each unit, stop Exemplified in N. Wirth, Program Development by Stepwise Refinement, CACM, Vol. 14, No. 4, April 1971, pp , refinement.htmlhttp://sunnyday.mit.edu/16.355/wirth- refinement.html CSCE 431 Software Lifecycle

7 Stepwise Refinement Example A program that removes the “single line” comments from C++ source code Read the file Open the file Read line-by-line and put in an array of strings Remove the comments Iterate through the array In each line, look for first occurrence of “//” Remove the rest of the line Write the modified file back Iterate through the array, store each line Code CSCE 431 Software Lifecycle

8 Pros and Cons + Modularity + Big picture visible + Systematic, nothing missed – Testable only at the end – Code reuse unlikely – Simplistic Not a realistic approach for today’s SW scale CSCE 431 Software Lifecycle

9 Bottom-Up Design Lowest-level subsystems specified and implemented first Gradually composing and building larger subsystems System emerges from smaller subsystems + Reuse possible – “Big picture” may get lost In practice, both approaches in use Design, mostly top-down Component/algorithm use and composition from libraries, bottom-up Highly-productive programmers tend to mix top-down and bottom- up methods all the time, working wherever most progress can be made I use the term “top-down design with bottom-up feedback” Used in chip design too CSCE 431 Software Lifecycle

10 Object-Oriented Design Simula 67, 72, Dahl and Nygaard My first OO programming language, 1978 Point of OO: objects modularize data and code by co-locating code and data relevant to each other Reuse (hopefully) Modularity Encapsulation – Dave Parnas’ information hiding Visual notation Ideally modularization of design matches modularization of code Eiffel: specification and code within the same formalism CSCE 431 Software Lifecycle

11 About the Early Ideas Languages have surely improved, but a language alone is not a full answer to SE problems No silver bullet Simula was REALLY SLOW Process ideas in small scale, possibly useful, but certainly not enough Design ideas helpful, but not sufficient More complete picture of the activities of software construction and the artifacts produced, and of organizing them, is necessary CSCE 431 Software Lifecycle

12 Outline Early ideas about improving software quality Software development process Process models Process maturity Organizational structure that supports a process Summary CSCE 431 Software Lifecycle

13 Process Loose definition: a series of activities, involving constraints and resources, that produce an intended output Prescribes activities Uses resources subject to constraints to produce (intermediate or final) products May be composed of subprocesses Each activity has entry and exit criteria, so that it is known when the activity begins and ends Activities organized (in a sequence, usually) so that it is clear when one activity is performed in relation to the other activities Guiding principles that explain the goals of each activity Constraints or controls may apply to activities (time limits, budget limits) CSCE 431 Software Lifecycle

14 Process When a process is for building a product, it is often called a lifecycle A software lifecycle describes the life of software from an idea to a deployed and maintained application CSCE 431 Software Lifecycle

15 What is Your Personal Process? Code and run Code, run, fix defects and try again Design, code, run, fix defects and try again Design, code, test, fix, run Design, code, test, fix, document, run Specify, design, code, test, fix, document, run Requirements, specify, design, code, test, fix, document, run Contains ~all components of established SW processes Different component organizations lead to different processes When not organized (with minimal specify, design, document phases), we have the “no-method” process CSCE 431 Software Lifecycle

16 No-Method Sketch an idea Code immediately Get feedback from self or customer Modify Repeat ad infinitum CSCE 431 Software Lifecycle

17 No-Method Does not scale Other processes are reactions against no-method Still often used Especially in crises when the chosen process breaks down and panic and desperation take over In projects where developers have domain knowledge (experts of user domain as well) Not good to follow, but good to recognize, and to know predicted outcome No-method process is often practiced in CSE education CSCE 431 Software Lifecycle

18 Best Software Process? Proponents of a particular SW process believe that it reduces the discrepancies of what a program is supposed to do and what it does (at an acceptable cost) Success in one setting may convert user to “believer”, but application in another environment/project/team may disappoint A really good hammer does not make everything a nail CSCE 431 Software Lifecycle

19 Best Software Process? Conjecture: there is no universal best SW process Approach and tools depend on problem, team, quality requirements,… An SE skill is ability to select appropriate approach and tools CSCE 431 Software Lifecycle

20 Outline Early ideas about improving software quality Software development process Process models Process maturity Organizational structure that supports a process Summary CSCE 431 Software Lifecycle

21 Process Models Next: brief introduction to some well-known process models that have had an impact on SE Practical SW processes for particular teams and applications can be tailored from process models CSCE 431 Software Lifecycle

22 Waterfall Model Originally suggested by Royce, 1970 Proposed as an initial (and flawed) concept, argued that feedback from each phase to its predecessor needed Popular in “the beginning”, was sometimes required, e.g. DoD contracts Archetype of all inflexible sequential models But still used in many organizations CSCE 431 Software Lifecycle Requirements Design Implementation Verification Maintenance

23 Waterfall Model with Feedback Feedback may go to any predecessor phase E.g. maintenance problem may lead to new requirements CSCE 431 Software Lifecycle Requirements Design Implementation Verification Maintenance

24 About the Waterfall Model Context: computer time was scarce, attempt to minimize coding time Focus on documents, carefully reviewed after every phase Every phase has completion criteria, document “sign off” Too document-intensive Documentation update effort >> code update effort See: The Mythical Man-Month, Fred Brooks Long development cycles Models green field SW development Reality: SW developed with a lot of iteration/versions Shortcoming: treats SW development as manufacturing process, not problem-solving process Curtis et al, On Building SW Process Models Under the Lamppost, ICSE, 1987, pp CSCE 431 Software Lifecycle

25 Waterfall Model and Requirements Key assumption: possible to define/control requirements fully and precisely Reality: requirements evolve and emerge as understanding of the system increases and environment evolves Estimate (Bernstein & Yuhas): 40-60% of requirements can be known during requirements elicitation phase Rest are emergent requirements (Barry Boehm) CSCE 431 Software Lifecycle

26 Risk in Waterfall Model CSCE 431 Software Lifecycle

27 More Phases in More Recent Waterfall Model CSCE 431 Software Lifecycle

28 Variation in Waterfall: V-Model Development phases → code → test phases Each development phase has corresponding test phase Test planning a parallel activity Intent: mitigate risk, improve & guarantee quality, reduce total project/lifecycle cost, improve communications between all stakeholders CSCE 431 Software Lifecycle

29 Variant of V-Model Implementation and design guided by testing CSCE 431 Software Lifecycle

30 Sequential vs. Iterative Models Difficulties understanding a SW system before it has been built lead to iterative models Many variations, basic idea is that certain process phases are repeated, until convergence CSCE 431 Software Lifecycle

31 Evolutionary Model + Prototype can be evaluated and design changed + User can evaluate prototype and give feedback – Code twice may be too much to ask – Still a sequential model CSCE 431 Software Lifecycle

32 Prototype Model Iterate until convergence CSCE 431 Software Lifecycle

33 Spiral Model CSCE 431 Software Lifecycle

34 Spiral Model CSCE 431 Software Lifecycle Iterations typically 6 months to 2 years Generates a succession of prototypes (or versions) + Focus on continuous assessment of risk + Estimates become increasingly accurate + Manages change + SEs start their work earlier – Not a “lean” process - ~overkill for small projects

35 Processes Abound Boehm’s WinWin Spiral Development Plan approach (L. Bernstein) RUP (Rational Software Corp. – now IBM) … Processes arise from Organization’s need to have control over SW system development, accountability for delays Desire to guarantee SW quality Desire to rely on codified process to help organization plan/manage resources CSCE 431 Software Lifecycle

36 Agile Processes Current fashion Probably for good reason – success Misconception: agile process == no-method process “Those who brand proponents of … agile methodologies as hackers are ignorant of both the methodologies and the original definition of the term hacker” (Bernstein & Yuhas) CSCE 431 Software Lifecycle

37 Agile Processes Everything in moderation Embraces modeling, but not to be filed in a dusty corporate repository Embraces documentation, but not to waste paper in never-maintained/used tomes Insists on planning, but recognizes its limits in changing environments Core emphasis: schedule Driver organizations to schedule containment CSCE 431 Software Lifecycle

38 Examples of Agile Processes Extreme Programming (XP) Scrum Crystal Dynamic Systems Development Method (DSDM) Lean Development Feature-Driven Development (FDD) CSCE 431 Software Lifecycle

39 Example: Scrum CSCE 431 Software Lifecycle

40 Example: Scrum CSCE 431 Software Lifecycle

41 Some Typical Practices Test-first programming Regular refactoring Continuous integration Pair programming Shared code (no-one claims ownership) Coding standard to which everyone adheres A common work area Customer on site User stories “Manager-servant” Timeboxing CSCE 431 Software Lifecycle

42 Iterative Development Each iteration is a mini-project Iteration goal: a release stable, integrated, tested, partially-complete system All produced code from all teams integrated into a release Most iteration releases internal (to the team) During an iteration, no changes from external stakeholders Can make changes between iterations CSCE 431 Software Lifecycle

43 Some Typical “No-Nos” Big up-front requirements specifications Binding documents More of a collaboration agreement with the customer than a legally binding contract of a feature list and specs Diagrams (e.g. UML) Non-deliverable products Iterations should be deliverable, even if only partially-complete CSCE 431 Software Lifecycle

44 Why Minimize Up-Front Requirement Specification Effort? Details too complex for people to grasp Many details only revealed during development Stakeholders not sure what they want They have difficulty stating it As product develops, stakeholders will change their minds External forces (environment) cause changes and extensions CSCE 431 Software Lifecycle

45 How Many Requested Features Are Used? Jim Johnson, 2002: Never45% Seldom19% Occasionally16% Often13% Always7% Reinertson, Thomke, 1998: Requirements always change Complete requirements to developers in 5% of cases On average, design starts with 58% of requirements specified in detail CSCE 431 Software Lifecycle

46 What is Needed for Architecture Design? Agile answer: Architect needs: Most nonfunctional or quality requirements (internationalization, load, response time, etc.) Subset of functional requirements to design a good core architecture CSCE 431 Software Lifecycle

47 Agile Manifesto Individuals and interactions >> processes and tools Working SW >> comprehensive documentation Customer collaboration >> contract negotiations Responding to change >> following a plan CSCE 431 Software Lifecycle

48 Principles Behind the Agile Manifesto Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity–the art of maximizing the amount of work not done–is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. CSCE 431 Software Lifecycle

49 Intermediate Summary Evolution of languages has helped to reduce number of programming defects Implementation effort has been reduced thanks to abstractions, libraries, better languages Result: projects have grown to tackle more complex tasks Processes have emerged as an attempt to make SW projects more predictable Brief look at early process ideas Brief overview of some processes in use today CSCE 431 Software Lifecycle

50 Outline Early ideas about improving software quality Software development process Process models Process maturity Organizational structure that supports a process Summary CSCE 431 Software Lifecycle

51 Maturity of a SW Development Process A software development process is mature If the development activities are well defined and If management has some control over the quality, budget and schedule of the project Process maturity is described with A set of maturity levels and The associated measurements (metrics) to manage the process Assumption: With increasing maturity the risk of project failure decreases CMM: Capability Maturity Model (SEI, Humphrey) CSCE 431 Software Lifecycle

52 CMM Levels 1.Initial Level Also called ad hoc or chaotic, may require “heros” 2.Repeatable Level Process at least documented 3.Defined Level Process is institutionalized (sanctioned by management) 4.Managed Level Quantitative, agreed upon metrics, provide feedback for resource allocation (process itself does not change) 5.Optimizing Level Process allows feedback of information to change the process itself Danger of viewing CMM as form of accreditation (also ISO 9001, quality certificates, …) CSCE 431 Software Lifecycle

53 Experimental Evidence: Boeing SW-CMM for software process improvement in use in Boeing since 1991 Over 200 organizations assessed Over 11,000 people trained in SW-CMM Several higher levels of maturity organizations (Level 3, 4 & 5) PSP/TSP techniques in use Humphrey’s Personal/Team Software Process CSCE 431 Software Lifecycle

54 Evidence That CMM Works Effort Estimates CSCE 431 Software Lifecycle

55 Evidence That CMM Works In reports about Boeing experiments, all measured quantities positive Reuse Productivity (reduced staff support per system) Quality (fewer post release defects) Schedule control (reduced cycle times, schedule estimate variance) Employee satisfaction Some consider level 3 sufficient, but increase continues all the way to level 5 CSCE 431 Software Lifecycle

56 Drowning in Processes S. A. Sheard, Evolution of Frameworks Quagmire, Software Management, CSCE 431 Software Lifecycle

57 Outline Early ideas about improving software quality Software development process Process models Process maturity Organizational structure that supports a process Summary CSCE 431 Software Lifecycle

58 Organizational Structure A dual challenge of designing a process is to design the organization to execute the process Two main possibilities: A functional organization Each functional group specialized to a particular task Serves many projects + People work on what they are good at - Communication cost high - Commitment to product, reward of accomplishment possibly low A project organization Each product served by one group - Possibly less efficient + Good for humans (personal growth, less burn out, more interesting) + Fosters commitment, responsibility No right answer. Perhaps Functional organization beneficial in more established product, and Project organization beneficial in a new less defined project. CSCE 431 Software Lifecycle

59 Outline Early ideas about improving software quality Software development process Process models Process maturity Organizational structure that supports a process Summary CSCE 431 Software Lifecycle

60 Summary No best process, (almost) any process will help Forces team to write things down Helps with “writer’s block” — lists of questions that are worthwhile going through even though many irrelevant to particular project What also helps, probably more than any process, is good practices like automated tests, automated builds, version control, good release model, automated documentation generation, defect tracking,… discipline and automation in general Two contradictory risk mitigation approaches Plan everything carefully, because the later a problem is discovered, the costlier (exponentially) it is to fix Do not plan too far ahead (in details), because it is impossible to get the requirements right, thus effort will be wasted Experimental data suggests that improving the maturity of an organization’s software process improves results in practically all metrics CSCE 431 Software Lifecycle


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