Chapter 6.pdf

1
OTHER SOFTWARE PROCESSES
Chapter 6
Project management
Inspection
Configuration management
Change management
Process management

Other Processes
▪ Development Process is the central process
around which others revolve.
▪ Methods for other processes often influenced
by the dev process.
▪ We have looked at various models for dev
process.
 a “real” process likely derived from a model
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Other Processes In the
context of Dev Processes
Other Processes 3

Other Processes
▪ Project management process.
▪ Inspection process.
▪ Configuration management process.
▪ Change management process.
▪ Process management process.
4

The Typical PMs Role
▪ Overall responsibility for the successful
planning, execution, monitoring, control and
closure of a project.
▪ Primary point of contact with project
sponsors.
▪ Key tasks:
 Plans
 Meets
 Communicates
▪ Project Management = Leadership
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Qualities of a PM
1. Inspires a SharedVision.
2. Good Communicator.
3. Integrity.
4. Competence.
5. Ability to DelegateTasks.
6. Cool Under Pressure.
7. Team-Building Skills.
8. Problem Solving Skills.
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Planning
▪ Done before project begins.
▪ Key tasks:
 Cost and schedule estimation.
 Staffing.
 Monitoring and risk management plans.
 Quality assurance plans.
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Risk Management
▪ Four steps to risk management are:
1. Risk identification.
2. Risk analysis.
3. Risk management planning .
4. Risk review.
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Background
▪ Main goal of inspection process is to detect
defects in work products.
▪ Earlier used for code, now used for all types
of work products.
▪ Is recognized as an industry best practice.
▪ Data suggests that it improves both Q&P.
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Functionality Needed
▪ Capture current state of programs.
▪ Capture latest version of a program.
▪ Undo a change and revert back to a specified
version.
▪ Prevent unauthorized changes.
▪ Gather all sources, documents, and other
information for the current system.
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REQUIREMENTS CHANGE
MANAGEMENT PROCESS

Background
▪ Requirements change at any time during the
development.
▪ Changes impact the work products and the
various configuration items.
▪ Uncontrolled changes can have a huge
adverse impact on project in cost/scheduled.
▪ Changes have to be allowed, but in a
controlled manner.
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Project Management Tools and
Techniques

What is a Project?
• Includes an element of something new
• Has a beginning and an end.
• Often interdisciplinary and as such involves
people with differing backgrounds.

What is the Project Management?
• The application of knowledge, skills, tools
and techniques to project activities in order
to meet or exceed stakeholder needs and
expectations from a project.

Why to use project management
tools and techniques?
• Focus and clarify our thinking so that we
proceed in a systematic, effective, and
efficient manner.
• Identify everything that needs to be
considered and done to reach a goal
(includes what is to be communicated and
to whom).
• Identify who will do what and time frames.

Why to use project management
tools and techniques?
• Reduce the confusion, frustration,
backtracking, and errors that can be
associated with developing or introducing
something new.

Where are we going?
• Overall project may have three distinct
components:
1. Feasibility study.
2. Pilot.
3. Operational.

Feasibility
• Should we introduce virtual reference?
Why or why not?
• What’s involved in introducing virtual
reference?
• What do we need to know, what do we need
to do, what decisions do we have to make in
order to answer the two previous questions?

Pilot Project
• Develop a plan for a pilot.
• Activate the pilot.
• Develop an assessment plan for the pilot.
• Activate the assessment plan.
• Decide whether we’re going into full
operation and, if so, what adjustments
should be made.

Move to operational
• Develop a plan to move from pilot to
operational.
• Activate the plan.
• Develop a plan for on-going assessment.
• Activate the assessment plan.

Project Management:
Project Control

Overview
• Project Control Elements.
• Project Control Processes.
• Post Control Report.
• Controlling Change.

Purposes of Control
• There are two fundamental objectives of control:
– 1. The regulation of results through the alteration of
activities.
– 2. The organizational assets.
• The project manager needs to be equally attentive to both
regulation and conservation.
• The project manager must guard the physical assets of
the organization, its human resources, and its financial
resources.

Project Control
• Control is the last element in the
implementation cycle of planning-monitoring-
controlling.
• Control is focused on three elements of a
project:
– Performance
– Cost
– Time
Performance
Cost Time

Three Types of Control Processes
• Decisions must be made concerning:
– At what points in the project will control be
exerted?
– What is to be controlled?
– How it will be measured?
– How much deviation will be tolerated?
– How to spot and correct potential deviations
before they occur?

Benchmarking
• A recent addition to the arsenal of of project
control tools is benchmarking.
• Benchmarking makes comparisons to “best in
class” practices across organizations.
• Some successful organizations have been
benchmarked on their best practices and key
success factors for projects being conducted in
functional organizations.

A real-time system model

Sensor/actuator processes

System elements
⚫ Sensor control processes:
• Collect information from sensors. May buffer
information collected in response to a sensor
stimulus.
⚫ Data processor:
• Carries out processing of collected information
and computes the system response.
⚫ Actuator control processes:
• Generates control signals for the actuators.

System design
⚫ Design both the hardware and the software
associated with system. Partition functions to
either hardware or software.
⚫ Design decisions should be made on the
basis on non-functional system
requirements.
⚫ Hardware delivers better performance but
potentially longer development and less
scope for change.

Process management
⚫ Concerned with managing the set of
concurrent processes.
⚫ Periodic processes are executed at pre-
specified time intervals.
• Process period - time between executions.
• Process deadline - the time by which
processing must be complete.

Monitoring and control systems
⚫ Important class of real-time systems.
⚫ Continuously check sensors and take actions
depending on sensor values.
⚫ Monitoring systems examine sensors and
report their results.
⚫ Control systems take sensor values and
control hardware actuators.

Data acquisition systems
⚫ Collect data from sensors for subsequent
processing and analysis.
⚫ Data collection processes and processing
processes may have different periods and
deadlines.
⚫ Data collection may be faster than processing
e.g. collecting information about an explosion.
⚫ Circular or ring buffers are a mechanism for
smoothing speed differences.

Reactor data collection
⚫ A system collects data from a set of sensors
monitoring the neutron flux from a nuclear
reactor.
⚫ Flux data is placed in a ring buffer for later
processing.
⚫ The ring buffer is itself implemented as a
concurrent process so that the collection and
processing processes may be synchronized.

Key points
⚫ Real-time system correctness depends not just
on what the system does but also on how fast it
reacts.
⚫ A general RT system model involves associating
processes with sensors and actuators.
⚫ Real-time systems architectures are usually
designed as a number of concurrent processes.

Key points
⚫ Real-time operating systems are responsible
for
process and resource management.
⚫ Monitoring and control systems poll sensors
and send control signal to actuators.
⚫ Data acquisition systems are usually
organised according to a producer consumer
model.

Chapter 6.pdf

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