g22 3033 007 c121 - nyu.edu€¦ · m8 t12 m4. 13 25 activity timeline 4/7 11/7 18/7 25/7 1/8 8/8...

1

1

Adaptive Software EngineeringG22.3033-007

Session 12 - Main ThemeRisk Management in Software Engineering Projects

Dr. Jean-Claude Franchitti

New York UniversityComputer Science Department

Courant Institute of Mathematical Sciences

2

Agenda

ReviewProject Planning and EstimationCooperative Roles of Software Engineering and Project ManagementDeveloping Risk Response StrategiesRisk Management in Agile ProcessesAgile Project PlanningSummary

Project (Part 4) - ongoing

2

3

Summary of Previous SessionReviewTesting, Verification, and Validaton

Integration and System TestingStatic ConfirmationDynamic TestingTraceability MatricesAutomated Testing

Configuration ManagementSoftware Quality

Software Quality Assurance (SQA)Project MeasurementsSoftware Quality and Agile MethodsProject Management MetricsQuality and Process Standards and Guidelines

SummaryProject (Part 4) - ongoing

4

Part I

Project Planning and Estimation(Adapted from Chapter 4 of Ian Sommerville 2000 Software Engineering, 6th edition)

3

5

Project Management

• Project management scope:– organization, planning and

scheduling of software projects

6

Section Objectives

• To introduce software project management and to describe its distinctive characteristics

• To discuss project planning and the planning process

• To show how graphical schedule representations are used by project management

• To discuss the notion of risks and the risk management process

4

7

Topics Covered

• Management activities• Project planning• Project scheduling• Risk management

8

• Concerned with activities involved in ensuring that software is delivered on time and on schedule and in accordance with the requirements of the organizations developing and procuring the software

• Project management is needed because software development is always subject to budget and schedule constraints that are set by the organization developing the software

Software Project Management

5

9

• The product is intangible• The product is uniquely flexible• Software engineering is not recognized as

an engineering discipline with the same status as mechanical, electrical engineering, etc.

• The software development process is not standardized

• Many software projects are 'one-off' projects

Software Management Distinctions

10

• Proposal writing• Project planning and scheduling• Project costing• Project monitoring and reviews• Personnel selection and evaluation• Report writing and presentations

Management Activities

6

11

• These activities are not peculiar to software management

• Many techniques of engineering project management are equally applicable to software project management

• Technically complex engineering systems tend to suffer from the same problems as software systems

Management Commonalities

12

Project Staffing

• May not be possible to appoint the ideal people to work on a project– Project budget may not allow for the use of highly-

paid staff– Staff with the appropriate experience may not be

available– An organization may wish to develop employee skills

on a software project

• Managers have to work within these constraints especially when (as is currently the case) there is an international shortage of skilled IT staff

7

13

Project Planning

• Probably the most time-consuming project management activity

• Continuous activity from initial concept through to system delivery. Plans must be regularly revised as new information becomes available

• Various different types of plan may be developed to support the main software project plan that is concerned with schedule and budget

14

Types of Project Plan

Plan DescriptionQuality plan Describes the quality procedures and

standards that will be used in a project.Validation plan Describes the approach, resources and

schedule used for system validation. Configurationmanagement plan

Describes the configuration managementprocedures and structures to be used.

Maintenance plan Predicts the maintenance requirements ofthe system, maintenance costs and effortrequired.

Staff development plan. Describes how the skills and experience ofthe project team members will bedeveloped.

8

15

Project Planning Process

Establish the project constraints Make initial assessments of the project parameters Define project milestones and deliverableswhile project has not been completed or cancelled loop

Draw up project scheduleInitiate activities according to schedule

Wait ( for a while ) Review project progress Revise estimates of project parameters Update the project schedule Re-negotiate project constraints and deliverables if ( problems arise ) then Initiate technical review and possible revision end ifend loop

16

Project Plan Structure

• Introduction• Project organization• Risk analysis• Hardware and software resource

requirements• Work breakdown• Project schedule• Monitoring and reporting mechanisms

9

17

Activity Organization

• Activities in a project should be organized to produce tangible outputs for management to judge progress

• Milestones are the end-point of a process activity

• Deliverables are project results delivered to customers

• The waterfall process allows for the straightforward definition of progress milestones

18

Milestones in the RE process

Evaluationreport

Prototypedevelopment

Requirementsdefinition

Requirementsanalysis

Feasibilityreport

Feasibilitystudy

Architecturaldesign

Designstudy

Requirementsspecification

Requirementsspecification

ACTIVITIES

MILESTONES

10

19

Project Scheduling• Split project into tasks and estimate time

and resources required to complete each task

• Organize tasks concurrently to make optimal use of workforce

• Minimize task dependencies to avoid delays caused by one task waiting for another to complete

• Dependent on project managers intuition and experience

20

The Project Scheduling Process

Estimate resourcesfor activities

Identify activitydependencies

Identifyactivities

Allocate peopleto activities

Create projectcharts

Softwarerequirements

Activity chartsand bar charts

11

21

Scheduling Problems

• Estimating the difficulty of problems and hence the cost of developing a solution is hard

• Productivity is not proportional to the number of people working on a task

• Adding people to a late project makes it later because of communication overheads

• The unexpected always happens. Always allow contingency in planning

22

Bar Charts and Activity Networks

• Graphical notations used to illustrate the project schedule

• Show project breakdown into tasks. Tasks should not be too small. They should take about a week or two

• Activity charts show task dependencies and the critical path

• Bar charts show schedule against calendar time

12

23

Task Durations and Dependencies

Task Duration (days) DependenciesT1 8T2 15T3 15 T1 (M1)T4 10T5 10 T2, T4 (M2)T6 5 T1, T2 (M3)T7 20 T1 (M1)T8 25 T4 (M5)T9 15 T3, T6 (M4)T10 15 T5, T7 (M7)T11 7 T9 (M6)T12 10 T11 (M8)

24

Activity network

start

T2

M3T6

Finish

T10

M7T5

T7

M2T4

M5

T8

4/7/99

8 days

14/7/99 15 days

4/8/99

15 days

25/8/99

7 days

5/9/99

10 days

19/9/99

15 days

11/8/99

25 days

10 days

20 days

5 days25/7/99

15 days

25/7/99

18/7/99

10 days

T1

M1 T3T9

M6

T11

M8

T12

M4

13

25

Activity timeline

4/7 11/7 18/7 25/7 1/8 8/8 15/8 22/8 29/8 5/9 12/9 19/9

T4

T1T2

M1

T7T3

M5

T8

M3

M2

T6

T5

M4

T9

M7

T10

M6

T11M8

T12

Start

Finish

26

Staff allocation

4/7 11/7 18/7 25/ 1/8 8/8 15/8 22/8 29/8 5/9 12/9 19/9

T4

T8 T11

T12

T1

T3

T9

T2

T6 T10

T7

T5

Fred

Jane

Anne

Mary

Jim

14

27

Risk management

• Risk management is concerned with identifying risks and drawing up plans to minimize their effect on a project.

• A risk is a probability that some adverse circumstance will occur. – Project risks affect schedule or resources– Product risks affect the quality or

performance of the software being developed– Business risks affect the organization

developing or procuring the software

28

Software risks

Risk Risk type Description Staff turnover Project Experienced staff will leave the

project before it is finished. Management change Project There will be a change of

organizational management with different priorities.

Hardware unavailability Project Hardware which is essential for the project will not be delivered on schedule.

Requirements change Project and product

There will be a larger number of changes to the requirements than anticipated.

Specification delays Project and product

Specifications of essential interfaces are not available on schedule

Size underestimate Project and product

The size of the system has been underestimated.

CASE tool under-performance

Product CASE tools which support the project do not perform as anticipated

Technology change Business The underlying technology on which the system is built is superseded by new technology.

Product competition Business A competitive product is marketed before the system is completed.

15

29

The Risk Management Process

• Risk identification– Identify project, product and business risks

• Risk analysis– Assess the likelihood and consequences of

these risks• Risk planning

– Draw up plans to avoid or minimize the effects of the risk

• Risk monitoring– Monitor the risks throughout the project

30

The Risk Management Process

Risk avoidanceand contingency

plans

Risk planning

Prioritised risklist

Risk analysis

List of potentialrisks

Riskidentification

Riskassessment

Riskmonitoring

16

31

Risk Identification

• Technology risks• People risks• Organizational risks• Requirements risks• Estimation risks

32

Risks and Risk Types

Risk type Possible risks Technology The database used in the system cannot process as many transactions per

second as expected. Software components which should be reused contain defects which limit their functionality.

People It is impossible to recruit staff with the skills required. Key staff are ill and unavailable at critical times. Required training for staff is not available.

Organizational The organization is restructured so that different management are responsible for the project. Organizational financial problems force reductions in the project budget.

Tools The code generated by CASE tools is inefficient. CASE tools cannot be integrated.

Requirements Changes to requirements which require major design rework are proposed. Customers fail to understand the impact of requirements changes.

Estimation The time required to develop the software is underestimated. The rate of defect repair is underestimated. The size of the software is underestimated.

17

33

Risk Analysis

• Assess probability and seriousness of each risk

• Probability may be very low, low, moderate, high or very high

• Risk effects might be catastrophic, serious, tolerable or insignificant

34

Risk Analysis

Risk Probability Effects

Organizational financial problems force reductions in the project budget.

Low Catastrophic

It is impossible to recruit staff with the skills required for the project.

High Catastrophic

Key staff are ill at critical times in the project. Moderate Serious Software components which should be reused contain defects which limit their functionality.

Moderate Serious

Changes to requirements which require major design rework are proposed.

Moderate Serious

The organization is restructured so that different management are responsible for the project.

High Serious

The database used in the system cannot process as many transactions per second as expected.

Moderate Serious

The time required to develop the software is underestimated. High Serious CASE tools cannot be integrated. High Tolerable Customers fail to understand the impact of requirements changes.

Moderate Tolerable

Required training for staff is not available. Moderate Tolerable The rate of defect repair is underestimated. Moderate Tolerable The size of the software is underestimated. High Tolerable The code generated by CASE tools is inefficient. Moderate Insignificant

18

35

Risk Planning• Consider each risk and develop a strategy

to manage that risk• Avoidance strategies

– The probability that the risk will arise is reduced

• Minimization strategies– The impact of the risk on the project or

product will be reduced• Contingency plans

– If the risk arises, contingency plans are plans to deal with that risk

36

Risk Management Strategies

Risk Strategy Organizational financial problems

Prepare a briefing document for senior management showing how the project is making a very important contribution to the goals of the business.

Recruitment problems Alert customer of potential difficulties and the possibility of delays, investigate buying-in components.

Staff illness Reorganize team so that there is more overlap of work and people therefore understand each other’s jobs.

Defective components Replace potentially defective components with bought-in components of known reliability.

Requirements changes Derive traceability information to assess requirements change impact, maximize information hiding in the design.

Organizational restructuring

Prepare a briefing document for senior management showing how the project is making a very important contribution to the goals of the business.

Database performance Investigate the possibility of buying a higher-performance database. Underestimated development time

Investigate buying in components, investigate use of a program generator.

19

37

Risk Monitoring

• Assess each identified risks regularly to decide whether or not it is becoming less or more probable

• Also assess whether the effects of the risk have changed

• Each key risk should be discussed at management progress meetings

38

Risk Factors

Risk type Potential indicators Technology Late delivery of hardware or support software, many reported

technology problems People Poor staff morale, poor relationships amongst team member, job

availability Organizational organisational gossip, lack of action by senior management Tools reluctance by team members to use tools, complaints about CASE

tools, demands for higher-powered workstations Requirements many requirements change requests, customer complaints Estimation failure to meet agreed schedule, failure to clear reported defects

20

39

Key Points

• Good project management is essential for project success

• The intangible nature of software causes problems for management

• Managers have diverse roles but their most significant activities are planning, estimating and scheduling

• Planning and estimating are iterative processes which continue throughout the course of a project

40

• A project milestone is a predictable state where some formal report of progress is presented to management.

• Risks may be project risks, product risks or business risks

• Risk management is concerned with identifying risks which may affect the project and planning to ensure that these risks do not develop into major threats

Key Points(continued)

21

41

Part II

Cooperative Roles of Software Engineering and Project Management

See: http://www.usenix.org/events/usenix-win2000/invitedtalks/34(Windows A Software Engineering Odyssey)

42

Projects Launching Guidelines

22

43

Project Launching Guidelines(continued)

• Project Plan– Contents:

• Project Organization (life cycle model, team model, roles,...)• Managerial Process (assumptions, dependencies, constraints,

risk approach, reporting & reviews, staffing approach)• Technical Process (methods, tools, techniques, work product

being built, reviews of products, and record collection)• Work Items, Schedule, & Budget (Work Breakdown Structure

(WBS), resource requirements, budget, schedule)

– Keep plan “alive”• The project plan is NOT “shelfware”, revisit and update it at

regular intervals during project

44

Project Management

• Goals– Software delivered within budget– Software delivered within schedule– Software is built according to requirements

• Why?– Well-managed projects sometimes fail– Badly managed projects inevitably fail– Software development process is not standardized

23

45

Project Manager Responsibilities

• Proposal Writing• Project Costing• Project Planning & Scheduling• Project Monitoring & Reviews• Personnel Selection & Evaluation• Report Writing & Presentations

46

Project Planning Process

Establish the project constraints Make initial assessments of the project parameters Define project milestones and deliverableswhile project has not been completed or cancelled loop

Draw up project scheduleInitiate activities according to schedule

Wait ( for a while ) Review project progress Revise estimates of project parameters Update the project schedule Re-negotiate project constraints and deliverables if ( problems arise ) then Initiate technical review and possible revision end ifend loop

24

47

So How Do We Do This?

• Spend time understanding the problem• Estimate amount of effort required

– Number of major functions– Difficulty of each function

• Develop schedule with built in safety nets– Increase estimates by some factor– Have a backup plan for worst case– Make sure schedule is realistic

• Revise schedule as project understanding increases

48

Estimation Overview

• Difficult & error prone• Gradual refinement

– At beginning of project, have a “fuzzy” idea of problem, therefore estimate of time and effort will be “fuzzy” too

– Only as the project develops and the problem and solution become clearer, will the estimates increase in accuracy

• Estimation Process– Estimate the size of the

product• Lines of code (LOC)• Function Points• Number of functions

– Estimate the effort• Person-months

– Estimate the schedule• Calendar time

25

49

From Estimation to Scheduling

• Refinement– Initial problem

statement– Requirements

Specification– High Level Design– Detailed Design

Specification– Implementation

• Cases– Best Case– Most Likely Case– Current Case– Worst Case

50

Scheduling

• Activities– Split project into tasks

• Estimate time & resources required

– Organize tasks concurrently to make optimal use of workforce

– Minimize task dependencies to avoid delays

• Problems– Estimating is difficult– Productivity is not

proportional to the number of people

– Adding people to a late project makes it later

– The unexpected always happens - allow contingency

26

51

Scheduling

• Derived from estimated level of effort required• Build in mid-project checkpoints• Don’t forget testing & integration take time too• Be realistic

– Other classes– Outside work/activities– Eat & sleep

• Build in safety nets & backup plans

52

Project Plan

• Introduction• Project organization• Risk analysis• Hardware and software resource requirements• Work breakdown

– Milestones - end of process activity– Deliverables - project results delivered to customer

• Project schedule• Monitoring and reporting mechanisms

27

53

In Summary...

• Good project management is essential for project success

• Managers have diverse roles, but focus on– Planning– Estimating– Scheduling

• Planning and estimating are iterative processes

54

Part III

Developing Risk Response StrategiesSee: http://alistair.cockburn.us/crystal/talks/apms1/advancedpmstrategies1-180.ppt

28

55

Part IV

Risk Management in Agile Processes

See: http://alistair.cockburn.us/topicalindex.htm (management topics)

The Role of the Manager in Modern Agile Projects

56

PM Skills Needed

• Traditional engineering skills:– plan, analyse, design, build, test, install etc.

• Understand the importance of documenting and signing off the analysis and design before building/coding.

• Prior Experience:– Does this approach match the real world?– Is this idea universally applicable?– Are there valid alternatives?

29

57

Extreme Programming (XP)

• One of a group of “agile methods”.• Created to handle problem domains whose

requirements change:– Customers may not have a firm idea of what the

required system should do. Indeed the system's functionality may be expected to change every few months.

– In many software environments, dynamically changing requirements is the only constant.

58

Extreme Programming (XP)(continued)

• XP emphasises team work. • The method encourages four values:

– communication;– simplicity;– feedback; and – courage.

• Note: XP is as an example of agile methods. Some of XP’s effects on project management are shared by DSDM, SCRUM etc.

30

59

XP Challenges Assumptions

• XP says that analogies between software engineering and other engineering are false:– Software customers’ requirements change more

frequently;– Products can be changed more easily;– The ratio of design cost/build cost is much higher if we

consider coding as “design” and compile-link as “build”:

• the “build” task is so quick and cheap it should be considered instant and free,

• almost all software development is “design”.

31

61

How XP works

• As with RAD and DSDM etc. programmers meet and communicate with customers regularly, and the software gets released incrementally.

• Programmers always work in pairs (considered more productive).

62

How XP works(continued)

• Testing is the start point, not the end:– For each user story, the customer first writes an

acceptance test.– For each unit the programmer writes a set of unit tests.– Then each unit in a story is coded.– When a unit is ready, its tests are run automatically.

• Customers are allowed to suggest improvements.• Redesigns are common – they are part of

refactoring - and handled easily.

Impo

rtan

t to

PM

32

63

What Effect Does XP Have On Project Management?

• Project scope– XP embraces changes in requirements. There is

little value in the traditional project scope that forms a contract for what functionality will be provided for a fixed cost/effort.

– Instead, the customer writes on cards a set of user stories that describe what they want the new application to do for them.

64


(continued)

• Task and project estimating– The time (duration) to complete each user story is

written on the relevant card. If the story will take more than 3 weeks, it must be split into two or more smaller stories.

– These stories are prioritized in a release plan; the plan sets out which stories that will be produced in each iteration. XP projects may have fixed time (scope varies) or fixed scope (time varies), but not both.

33

65


(continued)

• Quality management– For each user story the customer must write an

acceptance test. These are produced before any software is written to satisfy the story. Acceptance tests are normally automated so they can be used as regression tests each time the software is changed.

– Programmers always work in pairs to ensure learning, adherence to standards, and avoidance of errors.

66X X


(continued)

• Progress monitoring– Progress monitoring can be as simple as

keeping a track of which story cards have been marked as completed (passed its acceptance test).

– The XP concept “project velocity” (the speed at which the developers are producing work) prevents unwarranted optimism!

• E.g., “The first task took too long, so I expect the other tasks will be done more quickly than expected.”

34

67


(continued)

• Change control• XP is intended for environments where requirements are

expected to change several times before the project is over.

• As new user stories are programmed, changes to existing work may be needed.

– XP developers put a lot of effort into improving code and keeping it as simple as possible (refactoring).

– Constant refactoring necessitates regression testing of all affected modules. This reinforces the need for automated testing (see Quality Management above).

68

Are we building the software

right?

Are we building the right software?

What effect does XP have on project management?

(continued)

• Risk management– Traditional software development focuses on

reducing risk from software errors (verification) by having copious plans and procedures.

– XP focuses on reducing risk by ensuring customers' requirements are met (validation).

– Barry Boehm (2002) suggests that the best way to decide whether XP is suitable for a given project is to assess risk exposure.

35

69

Bibliography

Agile Manifesto (2001) http://www.agilemanifesto.org/

Beck, K (1999) Extreme Programming Explained: Embrace Change, Addison-Wesley

Boehm, B (2002) Get ready for agile methods, with care. IEEE Computer, January 2002

Wells J D (2002) Extreme Programming: A gentle introductionhttp://www.extremeprogramming.org/

70

Part V

Agile Project Planning

36

71

Requirements Specification

• Usage Scenarios• Use Cases• User Stories• Others…

72

Usage Scenarios

• Sequence of steps describing an interaction between user and system

• Typically focus on user interface• Included in use cases, possibly appended to

user stories

37

73

Use Case

• ID: short name• Actor• Precondition, trigger• Success and failure end conditions• Main scenario• Extensions, variations• Includes and included-by

74

How to Develop a Use Case Model(review)

1. Identify who is going to be using the system directly - e.g., hitting keys on the keyboard. These are the Actors.

2. Pick one of those Actors.• Example: Sales Order Clerk

38

75

How to Develop a Use Case Model

(review)

3. Define what that Actor wants to do with the system. Each of these things that the actor wants to do with the system become a Use Case.

4. For each of those Use Cases decide on the most usual sequence of steps when that Actor is using the system. What normally happens. This is the main scenario.

76


(review)

5. Describe that main scenario for the use case.– Describe it as "Actor does something, system

does something. Actor does something, system does something."

– Only describe things that the system does that the actor would be aware of and conversely you only describe what the actor does that the system would be aware of.

39

77

Main Scenario Example

Enter a Sales Order1. Sales Order Clerk enters the customer’s last

name.2. System displays all matching customers.3. Sales Order Clerk selects one of those customers.4. System displays that customer’s details.5. For each item that the customer wishes to order,

Sales Clerk enters the line details.6. When all line items have been entered, System

confirms the order.

78


(review)

6. Now consider the alternates and add those as extending use cases.

• Example: In use case Enter a Sales Order,1. If System finds no customers matching the

last name, System displays an error message.2. System allows Sales Order Clerk to enter a

different last name to search against.• New Customer Not Found use case

extends Enter a Sales Order use case

40

79


(review)

7.Review each Use Case description against the descriptions of the other Use Cases. – Notice any glaring commonality? – Extract those out as your common (included)

Use Cases.

80

Another Main Scenario Example

Credit Check a Customer1. Sales Order Clerk enters the customer’s last

name.2. System displays all matching customers.3. Sales Order Clerk selects one of those

customers.4. System displays that customer’s details.5. System also displays customer’s payment

history for past six months.

41

81

Example Includes

• New Display Customer Details use case– Enter a Sales Order use case includes Display

Customer Details use case to lookup and display a customer’s details.

– Credit Check a Customer use case includesDisplay Customer Details use case to lookup and display a customer’s details.

• Note: Customer Not Found use case extendsDisplay Customer Details use case

82


(review)

8. Repeat steps 2 - 7 for each Actor.• Tips:

– Don’t make use cases too small, limit decomposition into extending and included use cases

– Don’t need to include all details, capture only functional requirements

42

83

User Stories

• Alistair Cockburn describes as a Use Case at 2 bits precision (goal, main scenario)

• Says Use Case typically 4 bits precision (failure conditions – extends, modularity -includes)

84

Planning withUse Cases or User Stories

• Drive creation of acceptance tests• Construction of engineering tasks• Derivation of time estimates for release plan

43

85

Time Estimation

• Based on experience– First iteration is guestimate from previous

projects– Second and later iterations consider velocity

within this project• Task breakdown

– Use cases or user stories may require development of underlying infrastructure, e.g., database

• Consider differences in task difficulty

86

XP Time Estimation

• XPers rate user stories as 1-3 “Perfect Engineering Weeks”– If estimate is longer than 3 weeks for one story,

break the story down into multiple stories– If estimate is less than one week, combine

stories– Estimate only in weeks, not months

44

87

Ideal Development Time

• Usually w.r.t. one programmer, or one pair• Time it would take to implement if there

were no distractions, no other assignments, and you knew exactly what to do– No phone calls to take, no meetings to attend,

no questions to answer or get answered, no web surfing, …

88

Time Estimation Problem

• Excellent accuracy estimating relative difficulty– More experience -> more accuracy– Compare to “similar” stories (or use cases) for

existing code• Very poor accuracy estimating elapsed time

– Interruptions, meetings, etc.– Individual differences– ????

45

89

Time Estimation Solution

• Time estimation is scary and difficult• Therefore move as quickly as possible to

estimating by comparison– Story Estimation Units– $s– Points

• Estimate resources, estimate velocity• Only then convert to time duration

90

Release Plan Meeting

• Managers, developers, and customers must be present

• Estimate how long it would take to complete each user story (or use case)

• Prioritize the stories (or use cases) in terms of importance

• Pick set of stories (or use cases) to be implemented for next release

• Developer team arranges into iterations

46

91

Release Plan

101text text text text text text text text text text text text text text text text text text

H 1


H 2


M 1


H 2


H 1


M 1


H 1


H 1


M 2

92

XPers Have Frequent Releases

• Frequent, small releases - each one with more and more functionality

• Critical in getting early feedback from customer

• Helps track total amount of work done during each release and the iterations leading up to that release

• Keeps customer happy• Raises developer morale

47

93

XP Iterations

• Numerous iterations leading up to each release• Each iteration is 1-3 weeks• Things to be done in each iteration are planned out

in detail just before that iteration• User stories to be implemented in this iteration are

called engineering tasks• May include “failed” stories from previous

iterations• Developers sign up for the tasks• Do not plan [further] ahead!

94

Iteration Planning

• About one-half day per iteration• Select user stories (or use cases) to implement• Developers

– Ask questions to clarify understanding– Determine workflow and screenflow– Create Engineering Tasks– Estimate tasks (revise/refine user story or use case

estimates)– Sign up for tasks (promotes ownership)

• Balance load, get to work

48

95

Iteration Plan with Cards


H 1


H 2


M 1


H 2


H 1


M 1


H 1


H 1


M 2

96

Iteration Plan with Cards(after First Iteration)

101 text text text text text text text text text text text text text text text text text text

H 1


H 2


H 1


H 2


M 1


M 1


H 1


H 1


M 2

√

√

√

49

97



H 2


H 1


M 1


M 1


H 1


M 2

101 √text text text text text text text text text text text text text text text text text text

H 1


H 2


H 1

98



H 2


M 1


H 1


M 1


H 1


M 2


H 1


H 2


H 1

50

99

Iteration Tracking

• XPers do approx. twice weekly• Ask each developer, for each task:

– How much work did you get in on it– How much work is there to go

• Note increasing estimates– Possibly too complex, break down

• Note inability to get much time in– Possibly too much overhead, reduce

• Feed forward into next iteration plan

100

Planning in XP Lifecycle

51

101

Relative Timing

102

XP Development

52

103

Other Approaches to Planning

104

Gantt Chart

• List tasks• Graphically represent dependencies among

tasks• Show duration and time period of each task• Heavily dependent on prediction regarding:

– Activities involved– Effort and time required

53

105

Gantt chart example

• Programmer working on a small software project

ID Task Name Start FinishDuratio

n

Dec 2002

5 6 7 8 9 10 11 12 13 14 15 16 17 18

1 2d12/6/200212/5/2002Requirement gathering

2 1d12/9/200212/9/2002Analysis

3 2d12/11/200212/10/2002Design

4 4d12/17/200212/12/2002Coding

5 10d12/31/200212/18/2002Testing

19 20 21 22 23 24 25 26 27 28 29 30 31

Explicit start time, end time, and duration (in days )

Explicit calendar bar

106

Pert chart

• Alternative to Gantt chart• Different perspective

– Focuses on dependencies more than calendar time

• No fixed format

2 12/6/2002

Late Start Slack Late Finish

12/5/2002

Requirement gathering

1 12/9/2002


12/9/2002

Analysis

2 12/11/2002


12/10/2002

Design

4 12/17/02


12/12/2002

Coding

10 12/31/2002


12/18/2002

Testing

Start time

Duration

End timeTask

54

107

More Pert & Gantt

108

Function Points

• FP is a unit for estimating time and effort – A.J. Albrecht of IBM, c. 1979

• Identify set of application activities (building blocks) and sum the weights assigned to each

• Building blocks identification and weight assignment depend critically on:– A world-wide database of FP practices– History of the firm – Experience of the FP estimators (certification)

55

109

Function Points

• Number of basic FP building blocks determined from application, notimplementation:– Input files– Output files– Inquiries (snapshot request, no state change)– Internal files (transformations)– External interfaces (to other systems)

• Score for each block based on complexity: low, medium, high

• Unadjusted FP (UFP) is sum of the scores

110

UFP Scores

1075External interfaces

15107Internal files

643Inquiries

754Output files

643Input files

HighMediumLow

56

111

Function Points

• 14 “technical factors” related to complexity– Grouped under 3 classes of complexity:

system, I/O, application– Each factor ranked from 0 to 5

• Technical complexity factor (TCF)

• Adjusted function points (AFP or FP)FP = UFP * (0.65 + TCF)

( ) 01.014

1×= ∑ =i iTCFTCF

The sum of the 14 factors’ ranks

112

Using FPs to Estimate Time/Effort

• Previous measurements of FP per staff month or FP per calendar month

• Analogous to XP project velocity• Applies to maintenance as well as

development (considering “enhancement function points”)

• Tables available for lines of code per FP in various programming languages

57

113

Technical Factors1. System Complexity 2. I/O Complexity 3. Application Complexity

1.1 Data communication

2.1 Reliable and transaction-oriented data management

3.1 Algorithms and processing ability

1.2 Distributed data processing

2.2 Online data management

3.2 Need to reuse the code later

1.3 Relevance of performance

2.3 Usability and efficiency of end user

3.3 Installation easiness

1.4 Configuration of hardware and software

2.4 Online update of the data

3.4 Startup, shutdown, and operation easiness

Partial (1) Partial (2) 3.5 Requirements to run on multiple sites

3.6 Readiness to change

Partial (3)

Total

114

UFP for Making CappuccinoName Type

(building block)Complexity Value

Milk Input File Medium 4

Coffee Input File Medium 4

Water Input File Low 3

Cappuccino Output File High 7

Water Temperature Inquiry Low 3

External Temperature External Interface Medium 7

Total Unadjusted Function Points 28

58

115

FP for Making Cappuccino1. System Complexity 2. I/O Complexity 3. Application Complexity

1.1 Data communication 5 2.1 Reliable and transaction-oriented data management

0 3.1 Algorithms and processing ability

1

1.2 Distributed data processing

3 2.2 Online data management

4 3.2 Need of reuse of the code

0

1.3 Relevance of performances

4 2.3 Usability and efficiency of the end user

4 3.3 Installation easiness 5

1.4 Configuration of the hardware and the software

4 2.4 Online update of the data

2 3.4 Startup, shutdown, and operation easiness

3

Partial (1) 16 Partial (2) 10 3.5 Requirements to run on multiple sites

2

3.6 Readiness to change 2

Partial (3) 13

Total = 39

116

FP for Making Cappuccino

• FP = UFP * (0.65 + TCF) = 28 * (0.65 + (39 * 0.01)) = 29.12

• So what was the time/effort required last time your firm implement 29 FPs?

59

117

Constructive Cost Model

• COCOMO estimates best/likely/worst case range for cost, effort and schedule required to develop software

• Barry Boehm of TRW (now USC), c. 1981, updated c. 1995 (COCOMO II, original renamed COCOMO 81)

• Also based on empirical data from numerous projects, divided according to, e.g., 3 development modes: organic, semidetached, embedded [COCOMO 81]

• Assumes separate guestimate of lines of code (or “backfired” from function points), then considers additional factors

118

Development Modes

• Organic: relatively small software teams develop software in a highly familiar, in-house environment

• Semidetached: intermediate stage between the organic and embedded modes

• Embedded: Product must operate within (is embedded in) a strongly coupled complex of hardware, software, regulations, and operational procedures

60

119

Additional Factors

Platform Personnel Project

Execution Time Constraints

Analyst Capability Use of Modern Programming Practices

Main Storage Constraints Programmer Capability Use of Software Tools

Platform Volatility Applications Experience Multi-site Development

Computer Turnaround Time

Platform Experience Required Development Schedule

Language and Tool Experience

Classified Security Application

Personnel Continuity

120

COCOMO

• Polynomial model

• A and B are computed based on the development mode (or scale factors in COCOMO II) and additional factors

• Handbooks available as a guide for the calculations of A and B

• Continued data collection to improve prediction accuracy (questionnaires, software, NDAs)

0,)(>

×=BAwhere

SizeASizeEffort B

61

121

Summary

• FP and COCOMO macro-estimation based partially on large historical database of contributing software projects from multiple domains and partially on in-house experience

• Use case and user story micro-estimation entirely in-house, usually based on same or similar projects by same or related project team

122

Part IV

Conclusion

62

123

Course Assignmentsn Individual Assignments

n Reports based on case studies or exercises

n Project-Related Assignmentsn All assignments (other than the individual assessments) will

correspond to milestones in the team project.n As the course progresses, students will be applying various

methodologies to a project of their choice. The project and related software system should relate to a real-world scenario chosen by each team. The project will consists inter-related deliverables which are due on a (bi-) weekly basis.

n There will be only one submission per team per deliverable and all teams must demonstrate their projects to the course instructor.

n A sample project description and additional details will be available under handouts on the course Web site.

124

Course Projectn Project Logistics

n Teams will pick their own projects, within certain constraints: for instance, all projects should involve multiple distributed subsystems (e.g., web-based electronic services projects including client, application server, and database tiers). Students will need to come up to speed on whatever programming languages and/or software technologies they choose for their projects - which will not necessarily be covered in class.

n Students will be required to form themselves into "pairs" of exactly two (2) members each; if there is an odd number of students in the class, then one (1) team of three (3) members will be permitted. There may not be any "pairs" of only one member! The instructor and TA(s) will then assist the pairs in forming "teams", ideally each consisting of two (2) "pairs", possibly three (3) pairs if necessary due to enrollment, but students are encouraged to form their own 2-pair teams in advance. If some students drop the course, any remaining pair or team members may be arbitrarily reassigned to other pairs/teams at the discretion of the instructor (but are strongly encouraged to reform pairs/teams on their own). Students will develop and test their project code together with the other member of their programming pair.

63

125

Very eXtreme Programming (VXP)

• After teams formed, 1/2 week to Project Concept

• 1/2 week to Revised Project Concept• 2 to 3 iterations• For each iteration:

– 1/2 week to plan– 1 week to iteration report and demo

126

Very eXtreme Programming (VXP)(continued)

• Requirements: Your project focuses on two application services

• Planning: User stories and work breakdown• Doing: Pair programming, write test cases before coding,

automate testing• Demoing: 5 minute presentation plus 15 minute demo• Reporting: What got done, what didn’t, what tests show• 1st iteration: Any• 2nd iteration: Use some component model framework• 3rd iteration: Refactoring, do it right this time

64

127

Revised Project Concept (Tips)

1. Cover page (max 1 page)2. Basic concept (max 3 pages): Briefly

describe the system your team proposes to build. Write this description in the form of either user stories or use cases (your choice). Illustrations do not count towards page limits.

3. Controversies (max 1 page)

128

First Iteration Plan (Tips)• Requirements (max 2 pages):• Select user stories or use cases to implement in

your first iteration, to produce a demo by the last week of class

• Assign priorities and points to each unit - A point should correspond to the amount of work you expect one pair to be able to accomplish within one week

• You may optionally include additional medium priority points to do “if you have time”

• It is acceptable to include fewer, more or different use cases or user stories than actually appeared in your Revised Project Concept

65

129

First Iteration Plan (Tips)

• Work Breakdown (max 3 pages): • Refine as engineering tasks and assign to pairs• Describe specifically what will need to be coded

in order to complete each task• Also describe what unit and integration tests will

be implemented and performed• You may need additional engineering tasks that do

not match one-to-one with your user stories/use cases

• Map out a schedule for the next weeks• Be realistic – demo has to been shown before the

end of the semester

130

2nd Iteration Plan (Tips): Requirements

• Max 3 pages• Redesign/reengineer your system to use a

component framework (e.g., COM+, EJB, CCM, .NET or Web Services)

• Select the user stories to include in the new system– Could be identical to those completed for your 1st

Iteration– Could be brand new (but explain how they fit)

• Aim to maintain project velocity from 1st iteration• Consider what will require new coding vs. major

rework vs. minor rework vs. can be reused “as is”

66

131

2nd Iteration Plan (Tips): Breakdown

• Max 4 pages• Define engineering tasks, again try to maintain

project velocity• Describe new unit and integration testing• Describe regression testing

– Can you reuse tests from 1st iteration?– If not, how will you know you didn’t break something

that previously worked?• 2nd iteration report and demo to be presented

before the end of the semester

132

2nd Iteration Report (Tips): Requirements

• Max 2 pages• For each engineering task from your 2nd Iteration

Plan, indicate whether it succeeded, partially succeeded (and to what extent), failed (and how so?), or was not attempted

• Estimate how many user story points were actually completed (these might be fractional)

• Discuss specifically your success, or lack thereof, in porting to or reengineering for your chosen component model framework(s)

67

133

2nd Iteration Report (Tips): Testing

• Max 3 pages• Describe the general strategy you followed for

unit testing, integration testing and regression testing

• Were you able to reuse unit and/or integration tests, with little or no change, from your 1st

Iteration as regression tests?• What was most difficult to test?• Did using a component model framework help or

hinder your testing?

134

Project Presentation and Demo

• All Iterations Due• Presentation slides (optional)

68

135

Readings

ReadingsSlides and Handouts posted on the course web siteDocumentation provided with software engineering toolsXP Explained (all sections)Agile Software Development Ecosystems (all sections)Extreme Programming Perspectives (ISBN:0201770059) by Giancarlo Succi, Michele Marchesi, James Donovan Wells, and Laurie Williams

Project Frameworks Setup (ongoing)As per references provided on the course Web site

Individual AssignmentSee Handouts: “Project (Part 4)”

136

Next Session:Quantifying Project Specifications Using Formal Methods

Other Project Considerations

Using Set Theory and LogicVerifying Requirements MathematicallyEvaluating Agile Software EngineeringSoftware Engineering EthicsWeb Engineering TechniquesMeasuring User SatisfactionSummary

Project (Part 4) ongoing

g22 3033 007 c121 - nyu.edu€¦ · m8 t12 m4. 13 25 activity timeline 4/7 11/7 18/7 25/7 1/8 8/8...

Documents