OHT 6.

Development plan and quality plan objectives

The elements of the development plan Elements of the quality plan

Development and quality plans for small and for internal projects
Software development risks and software risk management
Galin, SQA from theory to implementation Pearson Education Limited 2004

OHT 6.2

Introduction

Project managers prepare

development and quality plans.

Onerous task,
Senior level management on one end and Developers on the other

Two dance to different drummers. These plans are vitally important to meet contractual commitments Thus, we need to look at:
Galin, SQA from theory to implementation Pearson Education Limited 2004

OHT 6.3

Objectives of development and quality plans Elements of development plans Elements of quality plans Major software risks Process of software risk management Importance of development and quality plans for small projects Importance of development and quality plans for internal projects.
Galin, SQA from theory to implementation Pearson Education Limited 2004

OHT 6.4

6.1 Development Plan and Quality Plan Objectives

Planning is meant to prepare adequate foundations for successful and timely completion of the project. The planning process includes: 1. Scheduling development activities and estimating the required manpower resources and budget

2.
3. 4. 5.

Recruiting team members and allocating development resources

Resolving development risks Implementing required SQA activities Providing management with data needed for project control
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OHT 6.5

6.2 Elements of the Development Plan

Each of the following 10 components of a development plan are appropriate to different parts of a project. 1. Project Products, specifying deliverables

Critically important. Must decide on deliverables! dates and items installation site local or physical install training customer service dates, participants, and sites (much is done on line now)

Galin, SQA from theory to implementation

Pearson Education Limited 2004

OHT 6.6

6.2 Elements of the Development Plan

2. Project Interfaces

How does the new software interface with existing software?

(major consideration in large corporation)

How does the software affect other parts of a larger system or similar systems??
Often requires escalation.

Any hardware considerations for interfacing? Special hardware?

Galin, SQA from theory to implementation

Pearson Education Limited 2004

OHT 6.7

6.2 Elements of the Development Plan

3.

Project methodology and development tools for various phases during development, maintenance.

Heuristic: never use untested tool / methodology on a new project with high visibility!! Methodology must be decided upon.

Usually organizations have established ways of proceeding

4. Software Development Standards and Procedures

Must be conventions!! Standards and Integration!! a MUST!
Galin, SQA from theory to implementation Pearson Education Limited 2004

OHT 6.8

6.2 Elements of the Development Plan

5. Laying out the Development Process Define the projects phases Planning: inputs/outputs/activities/activity duration/sequence and dependencies/resources needed for each activity/ design reviews/ testing/ training for customer support/ more GANTTT Charts / CPM , PERT all include sequence dependencies and duration. Microsoft Project and Rational Conductor Project Milestones completion dates, products clearly define. Must synchronize with Overall Plan. More detailed than Overall Plan Galin, SQA from theory to implementation Pearson Education Limited 2004 More detailed than iteration plans 6.

OHT 6.9

6.2 Elements of the Development Plan

7.

Project Staff Organization Organizational structure teams, tasks, sub contractors, temporary workers. Pecking order much risk!
Professional requirements of teams / leadership risk!!

Numbers for periods of time team size varies from beginning to fully staffed, to...
Designate team leaders and members team composition will change throughout a long development effort. staff evaporation; reassignments; illness, ..
Galin, SQA from theory to implementation Pearson Education Limited 2004

OHT 6.10

6.2 Elements of the Development Plan

8.

Development Facilities
Hardware, software, tools, development environments, training on these, space Very important. Many very nice facilities nowadays break rooms, ping pong; nice coffee / beverage facilities; day care.

10. Control Methods

How to control the monitoring process / reporting process with respect to plans, test reports, reviews, howgoesit, and more
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OHT 6.11

6.2 Elements of the Development Plan

11. Project Cost Estimation

An art in itself based on many models and experience. COCOMO and COCOM II Models (Barry Boehm)
human resource estimates, contracts with suppliers, internal development and unavailability, budget changes, risk considerations. travel first go go training second to go

Galin, SQA from theory to implementation

Pearson Education Limited 2004

OHT 6.12

6.2 Elements of the Development Plan

9.

Development Risks - Inherent in any project

Risk: a state or property of a development task or environment, which, if ignored, will increased the likelihood of project failure.
Technology risks experience of team members Personnel shortages can arise during project Environmental risks Budget risks Interdependence on others (hardware; subcontractors, etc.) Galin, SQA from theory to implementation Pearson Education Limited 2004

OHT 6.13

More on Risks
Risk Management: identification, evaluation, planning actions, implementation, monitoring Calculation of Risk Monitoring of risk throughout development cycle!! The Spiral Model specifically incorporating risk to every cycle (next chapter)
Galin, SQA from theory to implementation Pearson Education Limited 2004

OHT 6.14

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Developing wrong software functions * Unrealistic schedules and budgets * Developing wrong user interface Gold plating * Continuing stream of requirement changes * Shortfalls in externally furnished components Shortfalls in externally performed tasks Personnel shortfalls * Real-time performance shortfalls * Straining computer science capabilities
Pearson Education Limited 2004

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OHT 6.15

New project Pre project Risk identification and assessment Planning risk management activities Ongoing projects Identifying and assessing new software risks Planning and updating risk management activities

Implementing risk management actions (risk resolution) Monitoring software risk management activities Unsatisfactory results

Required results achieved

Evaluate monitoring results

Galin, SQA from theory to implementation

Pearson Education Limited 2004

OHT 6.16

6.3 The Elements of a the Quality Plan

1.

List of quality goals

These refer to the quality requirements in the developed software system. Quantitative measures usually preferred to qualitative measures when choosing goals because they are usually easier to assess objectively during testing. Quality goals should reflect the major acceptance criteria found in the requirements document (an RFP) correctness, reliability, robustness, maintainability. RFP is often used to measure successful achievement of the customers quality requirements.

Galin, SQA from theory to implementation

Pearson Education Limited 2004

OHT 6.17

6.3 The Elements of a the Quality Plan

2.

Planned Review Activities

The planned reviews should include a listing of all reviews. design reviews technical reviews managerial reviews code inspections Pros and Cons All reviews need to include: Scope what does it cover Type emphasis managerial, technical, super detailed Schedule often based on previous reviews and outcomes Procedures action lists; present and discuss; Who is to attend? Collateral interest?? ***** Responsibilities for review; documents needed, by when
Galin, SQA from theory to implementation Pearson Education Limited 2004

OHT 6.18

6.3 The Elements of a the Quality Plan

3.

Planned Software Tests Must include a complete list of planned tests

Each test must include the following: coverage of test: unit, integration, system, subsystem. type of test: may include computer-generated tests and their application via test suites, and more Planned test schedule prioritized and follow up Exact procedures (for different types of tests) Who is responsible for carrying out tests notification, time, date, materials, facilities, etc Different people responsible at different times!! **

Galin, SQA from theory to implementation

Pearson Education Limited 2004

OHT 6.19

6.3 The Elements of a the Quality Plan

4.

Planned Acceptance Tests for Externally Developed Software

A complete set of acceptance tests to be run for externally developed software must be provided within the quality plan! (Complete set must be run for our own developed software!)
Especially critical for purchased software, contracted software, customer-supplied software.

These tests can be run in parallel with internally-developed software tests (tests that internally are developed to supplement other tests) Galin, SQA from theory to implementation Pearson Education Limited 2004

OHT 6.20

6.3 The Elements of a the Quality Plan

5.

Configuration Management
The quality plan MUST include configuration management tools and procedures for managing the software configurations, versions, etc. Must be an intrinsic part of the entire project!

The Quality Plan may be included within the Development Plan or as an independent document.

The document, however compiled, must be reviewed and approved by the organizations standard approval process.
Galin, SQA from theory to implementation Pearson Education Limited 2004

OHT 6.21

Development / Quality Plans for Small and Internal Projects

Natural for many to try to avoid hassle of preparing all these plans.
In fact, heavy-weight methodologies are often called plan-centric; Agile methods try to avoid much planning and documentation

The question is simply does a short, small project (likw 30-60 days; two or three individuals) deserve the time spent on planning a development and quality plan?

Answer: No, not exactly.

Galin, SQA from theory to implementation

Pearson Education Limited 2004

OHT 6.22

Development / Quality Plans for Small Projects

Lots of issues here

Sometimes not done due to short duration / manpower Sometimes planning is left up to the project leaders discretion. Perhaps a critically-important and high risk but short duration effort with high-penalty shouts for a plan Sometimes, via contract, both development and quality plans are simply required.
Galin, SQA from theory to implementation Pearson Education Limited 2004

OHT 6.23

Development / Quality Plans for Small Projects

Several advantages to planned over unplanned projects: 1. A more comprehensive / thorough understanding of the task is likely (gained when developing the plan) 2. Greater responsibility for meeting obligations can be assigned, as they can be seen more clearly since articulated (who does what) 3. Easier to share control of the project and identify unexpected delays (any plan better than no plan at all!) 4. Better understanding of requirements and timetable be reached between customer and developer. Galin, can SQA from theory to implementation Pearson Education Limited 2004

OHT 6.24

Development / Quality Plans for Internal Projects

Lots of projects done for the internal use of organization. Here, normally no external body is a customer Can be medium or large scale.

Tendency to avoid adequate development / quality plans

avoiding plans is fraught with errors.

cost overruns, finger pointing, missed dates, internal friction among cooperating shops,
Galin, SQA from theory to implementation

Often put on back burner!!

Pearson Education Limited 2004

OHT 6.25

Preparing Plans provides Advantages

Internal Customers can enjoy advantages.

smaller deviations from planned completion dates smaller budget overruns better control over development process problems can be addressed locally, Organizationally, reduced risk of market loss (done for internal use) reduced risk of litigation (late arrival; non-compliance)

reduced risk of impairing a firms reputation

reduced risk of requesting a budget supplement.
Galin, SQA from theory to implementation Pearson Education Limited 2004