软件项目管理 统一性框架PDF|Epub|txt|kindle电子书版本下载

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CHAPTER 1 Conventional Software Management5

PART Ⅰ SOFTWARE MANAGEMENT RENAISSANCE5

1.1 The Waterfall Model6

1.1.1 In Theory6

FIGURE 1-1 The waterfall model7

1.1.2 In Practice11

FIGURE 1-2 Progress profile of a conventional software project12

TABLE 1-1 Expenditures by activity for a conventional software project13

FIGURE 1-3 Risk profile of a conventional software project across its life cycle14

FIGURE 1-4 Suboptimal software component organization resulting from a requirements-driven approach16

1.2 Conventional Software Management Performance17

TABLE 1-2 Results of conventional software project design reviews17

CHAPTER 2 Evolution of Software Economics21

2.1 Software Economics21

FIGURE 2-1 Three generations of software economics leading to the target objective23

FIGURE 2-2 Return on investment in different domains25

2.2 Pragmatic Software Cost Estimation26

FIGURE 2-3 The predominant cost estimation process28

CHAPTER 3 Improving Software Economics31

TABLE 3-1 Important trends in improving software economics32

3.1 Reducing Software Product Size33

3.1.1 Languages34

TABLE 3-2 Language expressiveness of some of today's popular languages34

3.1.2 Object-Oriented Methods and Visual Modeling36

3.1.3 Reuse38

3.1.4 Commercial Components39

FIGURE 3-1 Cost and schedule investments necessary to achieve reusable components39

3.2 Improving Software Processes40

TABLE 3-3 Advantages and disadvantages of commercial components versus custom software40

TABLE 3-4 Three levels of process and their attributes41

3.3 Improving Team Effectiveness43

3.4 Improving Automation through Software Environments46

3.5 Achieving Required Quality48

TABLE 3-5 General quality improvements with a modern process49

3.6 Peer Inspections: A Pragmatic View51

CHAPTER 4 The Old Way and the New55

4.1 The Principles of Conventional Software Engineering55

4.2 The Principles of Modern Software Management63

FIGURE 4-1 The top five principles of a modern process64

TABLE 4-1 Modern process approaches for solving conventional problems66

4.3 Transitioning to an Iterative Process66

PART Ⅱ A SOFTWARE MANAGEMENT PROCESS FRAMEWORK69

CHAPTER 5 Life-Cycle Phases73

5.1 Engineering and Production Stages74

TABLE 5-1 The two stages of the life cycle:engineering and production74

FIGURE 5-1 The phases of the life-cycle process75

5.2 Inception Phase76

5.3 Elaboration Phase77

5.4 Construction Phase79

5.5 Transition Phase80

CHAPTER 6 Artifacts of the Process83

6.1 The Artifact Sets84

6.1.1 The Management Set85

FIGURE 6-1 Overview of the artifact sets85

6.1.2 The Engineering Sets86

FIGURE 6-2 Life-cycle focus on artifact sets89

FIGURE 6-3 Life-cycle evolution of the artifact sets92

6.1.3 Artifact Evolution over the Life Cycle92

6.1.4 Test Artifacts93

6.2 Management Artifacts96

FIGURE 6-5 Typical release specification outline97

FIGURE 6-4 Typical business case outline97

FIGURE 6-6 Typical software development plan outline99

FIGURE 6-7 Typical release description outline100

FIGURE 6-8 Artifact sequences across a typical life cycle102

6.3 Engineering Artifacts103

FIGURE 6-9 Typical vision document outline103

6.4 Pragmatic Artifacts105

FIGURE 6-10 Typical architecture description outline105

CHAPTER 7 Model-Based Software Architectures109

7.1 Architecture: A Management Perspective110

7.2 Architecture: A Technical Perspective111

FIGURE 7-1 Architecture,an organized and abstracted view into the design models113

CHAPTER 8 Workflows of the Process117

8.1 Software Process Workflows118

FIGURE 8-1 Activity levels across the life-cycle phases119

TABLE 8-1 The artifacts and life-cycle emphases associated with each workflow120

8.2 Iteration Workflows121

FIGURE 8-2 The workflow of an iteration121

FIGURE 8-3 Iteration emphasis across the life cycle123

FIGURE 8-4 A typical build sequence associated with a layered architecture124

CHAPTER 9 Checkpoints of the Process125

9.1 Major Milestones126

FIGURE 9-1 A typical sequence of life-cycle checkpoints127

TABLE 9-1 The general status of plans,requirements,and products across the major milestones128

FIGURE 9-2 Engineering artifacts available at the life-cycle architecture milestone130

FIGURE 9-3 Default agendas for the life-cycle architecture milestone131

9.2 Minor Milestones132

FIGURE 9-4 Typical minor milestones in the life cycle of an iteration133

9.3 Periodic Status Assessments133

TABLE 9-2 Default content of status assessment reviews134

PART Ⅲ SOFTWARE MANAGEMENT DISCIPLINES135

10.1 Work Breakdown Structures139

CHAPTER 10 Iterative Process Planning139

10.1.1 Conventional WBS Issues140

FIGURE 10-1 Conventional work breakdown structure,following the product hierarchy141

10.1.2 Evolutionary Work Breakdown Structures142

FIGURE 10-2 Default work breakdown structure144

10.2 Planning Guidelines146

FIGURE 10-3 Evolution of planning fidelity in the WBS over the life cycle147

TABLE 10-1 WBS budgeting defaults148

TABLE 10-2 Default distributions of effort and schedule by phase148

10.3 The Cost and Schedule Estimating Process149

10.4 The Iteration Planning Process150

FIGURE 10-4 Planning balance throughout the life cycle151

10.5 Pragmatic Planning153

CHAPTER 11 Project Organizations and Responsibilities155

11.1 Line-of-Business Organizations156

FIGURE 11-1 Default roles in a software line-of-business organization156

11.2 Project Organizations158

FIGURE 11-2 Default project organization and responsibilities159

FIGURE 11-3 Software management team activities160

FIGURE 11-4 Software architecture team activities161

FIGURE 11-5 Software development team activities162

FIGURE 11-6 Software assessment team activities164

11.3 Evolution of Organizations165

FIGURE 11-7 Software project team evolution over the life cycle165

CHARTER 12 Process Automation167

12.1 Tools: Automation Building Blocks168

FIGURE 12-1 Typical automation and tool components that support the process workflows169

12.2 The Project Environment172

12.2.1 Round-Trip Engineering173

FIGURE 12-2 Round-trip engineering174

12.2.2 Change Management174

FIGURE 12-3 The primitive components of a software change order176

FIGURE 12-4 Example release histories for a typical project and a typical product179

TABLE 12-1 Representative examples of changes at opposite ends of the project spectrum180

12.2.3 Infrastructures181

FIGURE 12-5 Organization policy outline183

12.2.4 Stakeholder Environments184

FIGURE 12-6 Extending environments into stakeholder domains185

CHAPTER 13 Project Control and Process Instrumentation187

13.1 The Seven Core Metrics188

TABLE 13-1 Overview of the seven core metrics189

13.2 Management Indicators190

13.2.1 Work and Progress190

13.2.2 Budgeted Cost and Expenditures191

FIGURE 13-1 Expected progress for a typical project with three major releases191

FIGURE 13-2 The basic parameters of an earned value system193

TABLE 13-2 Measurement of actual progress of book development(example)194

FIGURE 13-3 Assessment of book progress(example)194

13.2.3 Staffing and Team Dynamics195

FIGURE 13-4 Typical staffing profile196

13.3 Quality Indicators196

13.3.1 Change Traffic and Stability196

FIGURE 13-5 Stability expectation over a healthy project's life cycle197

13.3.3 Rework and Adaptability197

13.3.2 Breakage and Modularity197

FIGURE 13-6 Modularity expectation over a healthy project's life cycle197

FIGURE 13-7 Adaptability expectation over a healthy project's life cycle198

FIGURE 13-8 Maturity expectation over a healthy project's life cycle198

13.3.4 MTBF and Maturity198

13.4 Life-Cycle Expectations199

TABLE 13-3 The default pattern of life-cycle metrics evolution200

13.5 Pragmatic Software Metrics201

13.6 Metrics Automation202

FIGURE 13-9 Examples of the fundamental metrics classes205

FIGURE 13-10 Example SPCP display for a top-level project situation206

CHAPTER 14 Tailoring the Process209

14.1 Process Discriminants209

FIGURE 14-1 The two primary dimensions of process variability210

14.1.1 Scale210

FIGURE 14-2 Priorities for tailoring the process framework211

TABLE 14-1 Process discriminators that result from differences in project size213

TABLE 14-2 Process discriminators that result from differences in stakeholder cohesion214

14.1.2 Stakeholder Cohesion or Contention214

14.1.3 Process Flexibility or Rigor215

14.1.4 Process Maturity215

TABLE 14-4 Process discriminators that result from differences in process maturity216

TABLE 14-3 Process discriminators that result from differences in process flexibility216

TABLE 14-5 Process discriminators that result from differences in architectural risk217

14.1.5 Architectural Risk217

14.1.6 Domain Experience217

TABLE 14-7 Schedule distribution across phases for small and large projects218

TABLE 14-6 Process discriminators that result from differences in domain experience218

14.2 Example: Small-Scale Project versus Large-Scale Project218

TABLE 14-8 Differences in workflow priorities between small and large projects219

TABLE 14-9 Differences in artifacts between small and large projects220

PART Ⅳ LOOKING FORWARD221

CHAPTER 15 Modern Project Profiles225

FIGURE 15-1 Progress profile of a modern project226

15.1 Continuous Integration226

TABLE 15-1 Differences in workflow cost allocations between a conventional process and a modern process227

15.2 Early Risk Resolution227

15.3 Evolutionary Requirements228

FIGURE 15-2 Risk profile of a typical modern project across its life cycle229

15.4 Teamwork among Stakeholders229

FIGURE 15-3 Organization of software components resulting from a modern process230

TABLE 15-2 Results of major milestones in a modern process231

15.5 Top 10 Software Management Principles231

15.6 Software Management Best Practices232

FIGURE 15-4 Balanced application of modern principles to achieve economic results233

16.1 Next-Generation Cost Models237

CHAPTER 16 Next-Generation Software Economics237

FIGURE 16-1 Next-generation cost models239

FIGURE 16-2 Differentiating potential solutions through cost estimation240

16.2 Modern Software Economics242

FIGURE 16-3 Automation of the construction process in next-generation environments242

CHAPTER 17 Modern Process Transitions247

17.1 Culture Shifts248

17.2 Denouement251

FIGURE 17-1 Next-generation project performance252

PART Ⅴ CASE STUDIES AND BACKUP MATERIAL255

APPENDIX A The State of the Practice in Software Management259

TABLE A-1 Technologies used on software projects260

TABLE A-2 Social factors observed on software projects261

TABLE A-3 Factors that affect the success of software projects262

APPENDIX B The COCOMO Cost Estimation Model265

B.1 COCOMO266

TABLE B-1 COCOMO project characterization parameters267

TABLE B-2 Effort and schedule partition across conventional life-cycle phases268

B.2 Ada COCOMO269

TABLE B-3 Default effort allocations across COCOMO WBS activities269

FIGURE B-1 Profile of a conventional project270

TABLE B-4 Ada COCOMO improvements to the effort adjustment factors272

B.3 COCOMO Ⅱ274

FIGURE B-3 COCOMO Ⅱ estimation over a project life cycle276

FIGURE B-2 Software estimation over a project life cycle276

TABLE B-5 Early design model effort adjustment factors277

TABLE B-6 COCOMO Ⅱ post-architecture model updates to Ada COCOMO and COCOMO278

TABLE B-7 COCOMO Ⅱ process exponent parameters281

APPENDIX C Change Metrics283

C.1 Overview284

C.2 Metrics Derivation286

C.2.1 Collected Statistics288

TABLE C-1 Definitions of collected statistics288

TABLE C-2 End-product quality metrics291

C.2.2 End-Product Quality Metrics291

C.2.3 In-Progress Indicators293

TABLE C-3 Definitions of in-progress indicators293

FIGURE C-1 Expected trends for in-progress indicators294

FIGURE C-2 Expectations for quality trends295

C.3 Pragmatic Change Metrics297

APPENDIX D CCPDS-R Case Study299

D.1 Context for the Case Study300

D.2 Common Subsystem Overview301

FIGURE D-1 CCPDS-R life-cycle overview302

D.3 Project Organization304

D.4 Common Subsystem Product Overview305

FIGURE D-2 Full-scale development phase project organization306

TABLE D-1 CSCI summary307

FIGURE D-3 Common Subsystem SAS evolution309

D.5 Process Overview310

FIGURE D-4 Overview of the CCPDS-R macroprocess,milestones,and schedule311

D.5.1 Risk Management: Build Content312

FIGURE D-5 Common Subsystem builds313

FIGURE D-6 Basic activities sequence for an individual build315

D.5.2 The Incremental Design Process315

D.5.3 Component Evolution318

TABLE D-2 A typical component evolution from creation through turnover319

TABLE D-3 NAS CSCI metrics summary at month 10320

D.5.4 The Incremental Test Process321

FIGURE D-7 Incremental baseline evolution and test activity flow322

D.5.5 DOD-STD-2167A Artifacts323

TABLE D-4 CCPDS-R software artifacts325

D.6 Demonstration-Based Assessment326

TABLE D-5 Software development file evolution326

FIGURE D-8 CCPDS-R first demonstration activities and schedule330

D.7 Core Metrics337

D.7.1 Development Progress338

FIGURE D-9 Development progress summary339

FIGURE D-10 Common Subsystem development progress340

D.7.2 Test Progress340

TABLE D-6 SCO characteristics for build 2 BIT testing341

FIGURE D-11 Common Subsystem test progress342

TABLE D-7 Requirements verification work by test type and CSCI342

D.7.4 Modularity343

D.7.3 Stability343

FIGURE D-12 Common Subsystem stability343

D.7.5 Adaptability344

FIGURE D-13 Common Subsystem modularity344

D.7.7 Cost/Effort Expenditures by Activity345

D.7.6 Maturity345

FIGURE D-14 Common Subsystem adaptability345

TABLE D-8 Common Subsystem cost expenditures by top-level WBS element346

FIGURE D-15 Common Subsystem maturity346

TABLE D-9 Common Subsystem lower level WBS elements347

D.8 Other Metrics348

D.8.1 Software Size Evolution348

TABLE D-10 Common Subsystem CSCI sizes349

TABLE D-11 SLOC-to-ESLOC conversion factors350

TABLE D-12 Common Subsystem CSCI sizes in ESLOC352

D.8.2 Subsystem Process Improvements352

D.8.3 SCO Resolution Profile353

TABLE D-13 CCPDS-R subsystem changes by CSCI354

D.8.4 CSCI Productivities and Quality Factors354

FIGURE D-16 Common Subsystem SCO change profile355

TABLE D-14 Common Subsystem CSCI summary355

D.9 People Factors356

D.9.1 Core Team357

D.9.2 Award Fee Flowdown Plan358

D.10 Conclusions359

TABLE D-15 CCPDS-R technology improvements360

APPENDIX E Process Improvement and Mapping to the CMM363

E.1 CMM Overview363

TABLE E-1 Industry distribution across maturity levels364

FIGURE E-1 Project performance expectations for CMM maturity levels365

E.2 Pragmatic Process Improvement366

E.3 Maturity Questionnaire367

E.4 Questions Not Asked by the Maturity Questionnaire387

E.5 Overall Process Assessment390

Glossary391

References397

Index401