Lecture 5 Tuesday, 16 June 2015 1 ENGINEERING GRAPHICS 1E7 Lecture 5: Isometric Projections.
CS 551 Development Process. Organizational Structure SYSTEM BASELINE REQUIREMENTS ALGORITHMS TRAFFIC...
-
date post
21-Dec-2015 -
Category
Documents
-
view
214 -
download
0
Transcript of CS 551 Development Process. Organizational Structure SYSTEM BASELINE REQUIREMENTS ALGORITHMS TRAFFIC...
CS 551 Development Process
Organizational Structure
SYSTEM BASELINEREQUIREMENTS
ALGORITHMS
TRAFFICPROJECTIONS
FEATUREENGINEERING
ARCHITECTUREENGINEERING
TRAFFICENGINEERING
ENGINNERINGREPORTS SUPPORT AND OPERATIONS
- COMPUTER CENTER - DEVELOPMENT MACHINE - TEST MACHINE
SOFTWAREDEVELOPMENT
HUMAN FACTORSDEVELOPMENT
SOFTWAREMANUFACTURING INTEGRATION
TO SITES
Development Cycle with Feedback
DEFINE DESIGN DEVELOP MANUFACTURE& DELIVER
TEST
OPERATE,MAINTAIN &EVALUATE
TO SITES
Project Trouble Indicators
No periodic project meetings No Project Manager No active problem list No Software Architect Testing Starts After Development No risk Assessment No independent Test Team
System Performance Resulting from Robust Requirements
Performance
Dynamic Range
Ideal
Discrete Specifications
RobustRequirements
Requirements Specification Spec
1. Project Title, Revision Number and Author2. Scope and Purpose of the system3. Measurable Organization Value4. Description5. Feature List including ICED T and Simplified QFD
analysis6. Interfaces7. Constraints8. Change Log and Expected Changes9. Responses to the unexpected10. Measurements11. Glossary12. References
MeasurableOperational Value
Release Schedule Targeted Reduction Over PMO
If Release Does Not Reach Target Range Vendor Pays Customer
If Release Exceeds Target Range Customer Pays Vendor
1.0 Target $ 0 ± $5 $ 250K $ 250K
2.0 T+ 6 mo. $10 ± $5 $ 500K $ 500K
3.0 T+ 12 $25 ± $5 $ 1M $ 1M
4.0 T+18 $38 ± $5 $ 2.5M $ 2.5M
5.0 T+24 $50 ± $5 $ 5M $ 5M
GANTT Chart see http://www.mne.psu.edu/me415/resources/docs/gantt%20chart.pdf
CS SENIOR DESIGN CITIGROUP PROJECT
CS SENIOR DESIGN CITIGROUP PHASES
From Project Gantt Chart create this table
Task Who When Current Estimate
Who: The person in charge of the taskWhen: Task committed completion date
owned by the project managerCurrent Estimate: Task estimated completion date owned by the “Who person”
Progress Reports
Progress reports are due 1:00 PM on Wednesdays
Do not send WORD or PDF or text documents, use embedded text only]
Progress Report Contents
Email Subject Line: CS 551, (Project Name) (date)
Address to: [email protected]; [email protected]; (customer)
Email body:
Author:
Team members:
Progress Report Sections
1. Customer Interactions and Relations
2. Accomplishments
3. Risks and Contingencies
4. Problems Faced
5. Simplifications
6. Current Estimates
Progress Report Sections
1. Customer Interactions and Relations• Did you meet with your customer?• Do you understand the problem better? • Is your customer happy with your progress?• Do you have a good relationship with your customer?
2. Accomplishments3. Risks and Contingencies4. Problems Faced 5. Simplifications6. Current Estimates
Progress Report Sections
1. Customer Interactions and Relations2. Accomplishments
• What was done since the last progress report, include schedule implications?
• What made the progress possible?
3. Risks and Contingencies4. Problems Faced 5. Simplifications6. Current Estimates
Progress Report Sections
1. Customer Interactions and Relations
2. Accomplishments
3. Risks and Contingencies• What are the project risks?
• How is each risk managed?
4. Problems Faced
5. Simplifications
6. Current Estimates
Progress Report Sections
1. Customer Interactions and Relations2. Accomplishments3. Risks and Contingencies4. Problems Faced
• Any delays encountered since your last report?• Any new problems?
( “A project with no problems is in deep trouble,” Prof. Bernstein)
5. Simplifications6. Current Estimates
Progress Report Sections
1. Customer Interactions and Relations2. Accomplishments3. Risks and Contingencies4. Problems Faced 5. Simplifications
• How did you simplify your design?• How did you simplify your development process?(Quantitatively support each simplification)
6. Current Estimates
Progress Report Sections
1. Customer Interactions and Relations
2. Accomplishments
3. Risks and Contingencies
4. Problems Faced
5. Simplifications
6. Current Estimates• Estimate completion dates.
Software Requirements Process
Requirements Elicitation Requirements Analysis Use Cases Requirements Specification Prototype Requirements Management
Develop Use Cases• Focus on Goals
• Identify Actors
• Identify Main Tasks
Use Case Concept• Complete, orthogonal, externally
visible functionality
• Initiated by an actor
• Identifiable value to the actor
OrderingSystem
Customer
<<actor>>AccountSystem
<<actor>>Inventory
Shipping Clerk
ViewStatus
Create & Submit Orders
Role of Software Architect
Assures that the Requirements are valid- use Prototypes in Requirements Stage
Assures that Requirements are quantitative Defines Non Functional Requirements and
Software Trustworthiness. Defines 4+1 views Defines Components and Interface Structures
Kruchten’s “4 + 1”Model for Developing Software Architecture
View + 1 Business Scenarios:
CustomersAll Stakeholders
View 1
Logical:End Users
View 2
Process:System
Integrators
View 3
Physical:Engineers
View 4
Execution:Programmers
Role of Project Manager
Defines and documents Development Process Makes trade-offs among features, schedule,
development cost and quality Chairs Project Meetings Assigns and tracks action items Communicates to Project Members
Waterfall ModelSystem feasibility
Validation
Validation
Software plans &Requirements
Product design
Verification
Verification
Detailed design
Code
Unit test
Integration
Quality assurance
Implementation
Certification
Operations &maintenance Operation
al Reviews
Figure 2: Boehm’s Spiral Model of the Software Process
RqtsAnal.
Proto-Type 1
Concept ofOperation
Risk Analysis
Proto-Type 2
Proto-type 3
OperationalPrototype
Risk Analysis
Risk Analysis
Evaluate Alternatives:
Identify, Resolve Risks
RequirementsValidation
SoftwareRqts
Design Validationand Verification
SoftwareProductDesign
Implemen-tation
AcceptanceTest
Integra-tion & Test
UnitTest
Code
DetailedDesign
Develop & VerifyNext - Level Product
Integrationand Test
Develop-ment Plan
Rqts. PlanLife Cycle
Plan
Commitment
Partition
Plan NextPhases
Determines ObjectivesAlternatives, Constraints
Cumulative Cost
Progress through steps
Role of Software Developers
Designs Software Components Implements Software Documents with code commentary prefaces and
in-line narratives. Unit Tests Checks Interfaces
Development Plan-an evolving document
Name of Project (issue 1 due November 23) Purpose and MOV Team members, their roles, management plan,
QA, ease of use, coding stnds Gantt Chart Current Estimate Table QFD ICED-T
Making a System
ComputerHardware
Binary
Assembler
C Level
FORTRAN, ADA
4GL
JAVA
SOURCE LIBRARIES
DevelopmentComputer
EXECUTABLELIBRARIES
….
DEVELOPERS,PROGRAM ADMINISTRATORS
& SOFTWARE MANUFACTURERS
PRODUCT
…
ProductionComputer
Application
Middleware
UNIX
APPLICATIONDATA BASE
USERS
Source Library
Tools
BUILDING BLOCKS
Role of Testers
Restates Requirements quantitatively and from a test view-see PDF “In Other Words”
Creates test bed for developers Designs and executes:
• Scenario Tests from Use Cases• Integration Tests• Reliability Tests • Stress Tests
Factors Affecting ProductivityCirca 1975
• Competent Management• Quality of people• Level of testing before shipping• Consistency of requirements• Sophistication of programming tools• Modularity of design• Reasonableness of commitments
Development Cycle Circa 1970
Define Requirements
Design Programs, Data Base &
User Documentation
Code andTest Modules
IntegrationTest
SystemTest
InstallSoftware
Verify SystemOperation Live
Operation
TargetSite
Development Cycle for Multiple Sites Circa 1975-80
Define Requirements
Design Programs, Data Base &
User Documentation
Code andTest Modules
IntegrationTest
SystemTest
InstallSoftware
Verify SystemOperation Live
Operation
Site 1
Site Peculiar Tests
InstallSoftware
Verify SystemOperation Live
OperationSite N
.
.
.
.
.
.
.
.
.
Define Requirements
Design Programs, Data Base &
User Documentation
Code andTest
Modules
IntegrationTest
SystemTest
InstallSoftware
Verify SystemOperation Live
OperationSite 1
Site Peculiar Tests
InstallSoftware
Verify SystemOperation Live
OperationSite N
.
.
.
.
.
.
.
.
.
SoftwareManufactureControls & Builds
SoftwareManufactureBuilds and Ships
Development Cycle with Software Manufacturing Circa 1980-90
Define Requirements
Agile‘Test then Code’
Approach
Quality Assurance
InstallSoftware
Verify SystemOperation Live
OperationSite 1
InstallSoftware
Verify SystemOperation Live
OperationSite N
.
.
.
.
.
.
.
.
.
Daily SoftwareBuilds
SoftwareManufactureBuilds and Loads Server
Development Cycle with Software Manufacturing Circa 1990-2000
Agile Software Development
Agile methods Extreme programming Agile application development Software prototyping
Technologies used in agile development
.NET and J2EE Web Design Visual Basic Databases
An iterative development process
Define system deliverables
Integrate increment
Define system deliverables
Specify system increment
Build systemincrement
Validate increment
Validate systemDone?
No
Deliver systemYes
Advantages of incremental development
Accelerated delivery of customer services. Each increment delivers the highest priority functionality to the customer.
User engagement with the system. Users have to be involved in the development which means the system is more likely to meet their requirements and the users are more committed to the system.
Agile methods
Dissatisfaction with the overheads involved in design methods led to the creation of agile methods. These methods: Focus on the code rather than the design; Are based on an iterative approach to software development; Are intended to deliver working software quickly and evolve this
quickly to meet changing requirements.
Agile methods are probably best suited to small/medium-sized business systems or PC products.
Principles of agile methods
Principle Description
Customer involvement The customer should be closely involved throughout the development process. Their role is provide and prioritise new system requirements and to evaluate the iterations of the system.
Incremental delivery The software is developed in increments with the customer specifying the requirements to be included in each increment.
People not process The skills of the development team should be recognised and exploited. The team should be left to develop their own ways of working without prescriptive processes.
Embrace change Expect the system requirements to change and design the system so that it can accommodate these changes.
Maintain simplicity Focus on simplicity in both the software being developed and in the development process used. Wherever possible, actively work to eliminate complexity from the system.
Problems with agile methods
It can be difficult to keep the interest of customers who are involved in the process.
Team members may be unsuited to the intense involvement that characterises agile methods.
Prioritising changes can be difficult where there are multiple stakeholders.
Maintaining simplicity requires extra work. Contracts may be a problem as with other approaches to
iterative development.
Extreme programming
Perhaps the best-known and most widely used agile method.
Extreme Programming (XP) takes an ‘extreme’ approach to iterative development. New versions may be built several times per day; Increments are delivered to customers every 2 weeks; All tests must be run for every build and the build is only
accepted if tests run successfully.
The XP release cycle
Break downstories to tasks
Select userstories for this
releasePlan release
Releasesoftware
Evaluatesystem
Develop/integratetest software
Extreme programming practices
Incremental planning Requirements are recorded on Story Cards and the Stories to beincluded in a release are determined by the time available andtheir relative priority. The developers break these Stories intodevelopment ŌTasksÕ.
Small Releases The minimal useful set of functionality that provides businessvalue is developed first. Releases of the system are frequent andincrementally add functionality to the first release.
Simple Design Enough design is carried out to meet the current requirementsand no more.
Test first development An automated unit test framework is used to write tests for a newpiece of functionality before that functionality itself isimplemented.
Refactoring All developers are expected to refactor the code continuously assoon as possible code improvements are found. This keeps thecode simple and maintainable.
Extreme programming practicesPair Programming Developers work in pairs, checking each otherÕs work and
providing the support to always do a good job.
Collective Ownership The pairs of developers work on all areas of the system, so thatno islands of expertise develop and all the developers own all thecode. Anyone can change anything.
Continuous Integration As soon as work on a task is complete it is integrated into thewhole system. After any such integration, all the unit tests in thesystem must pass.
Sustainable pace Large amounts of over-time are not considered acceptable as thenet effect is often to reduce code quality and medium termproductivity
On-site Customer A representative of the end-user of the system (the Customer)should be available full time for the use of the XP team. In anextreme programming process, the customer is a member of thedevelopment team and is responsible for bringing systemrequirements to the team for implementation.
XP and agile principles
Incremental development is supported through small, frequent system releases.
Customer involvement means full-time customer engagement with the team.
People not process through pair programming, collective ownership and a process that avoids long working hours.
Change supported through regular system releases. Maintaining simplicity through constant refactoring of
code.
Testing in XP
Test-first development. Incremental test development from scenarios. User involvement in test development and
validation. Automated test harnesses are used to run all
component tests each time that a new release is built.
Pair programming
In XP, programmers work in pairs, sitting together to develop code.
This helps develop common ownership of code and spreads knowledge across the team.
It serves as an informal review process as each line of code is looked at by more than 1 person.
It encourages refactoring as the whole team can benefit from this.
Measurements suggest that development productivity with pair programming is similar to that of two people working independently.
COTS reuse
An effective approach to rapid development is to configure and link existing off the shelf systems.
For example, a requirements management system could be built by using: A database to store requirements; A word processor to capture requirements and format reports; A spreadsheet for traceability management;
Back to back testing
Test data
Resultscomparator
Systemprototype
Applicationsystem
Differencereport
Software Factory
DESIGNERS
- CODE- DOCUMENT- FIX BUGS
CONTROL PROGRAMS& PROCEDURES
SourceControl
ChangeManagement
TrackingSystem
SupportPrograms
SourceLib.
ChangeRequests
Doc.Library
ReleaseArchives
Build System
ShippingUtilities
BaseLibraries
Application
Files
Released ProductTo TestTeam
Reports
ModificationRequests
Released
Product
To SitesMiddleware, Tools and Operating System
Source Code Management
• Store, update and retrieve all versions • Manage code ownership• Control updating privileges• Identify accurate version of retrieved source• Track changes• Maintain build database, tools and machine
Release Flow
•CODE•PROCEDURES•DOCUMENTATION
DEVELOPMENTSHOPS
SOFTWAREMANUFACTURING
SOFTWAREMANUFACTURING
COOPERATIVETESTING
RELEASEPACKAGES
MODIFICATIONREQUEST(MR)
COMPONENTTEST
SYSTEM INTEG.TEST
SITES
N - 1
N
DEVELOPMENT ENVIRONMENT EXECUTION ENVIRONMENT
MODULE D
MODULE C
MODULE B
MODULE A
Purpose of Release Documents
• Describe features• Describe corrections to troubles• Cross reference software dependencies• Specify limitations or deficiencies• Provide special installation instructions and provide data conversion instructions• Specify training• Identify new, changed or deleted documents• Provide software source code• Maintain product lists
Software Change
Cultural Technical
Business
Innovation
&
Investment