book

Quality Software Project Management

Name: Quality Software Project Management
ISBN: 0130912972

by Robert T. Futrell, Donald F. Shafer, Linda I. Safer

January 2002

Intermediate to advanced

1680 pages

36h 36m

English

Pearson

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Copyright
Dedication
Software Quality Institute Series
Titles in the Software Quality Institute Series
Foreword
Preface
Using the Guide as a Course TextAcknowledgements
1. Introduction
Introduction to the 34 CompetenciesSurveying the FoundationsWhat Is “Software Project Management”?What Is Software Engineering?What Is a Project?What Is a Program?What Is Project Management?Some Other Useful DefinitionsWhat Is a Process?What Is a Task? What Is an Activity?What Is a Phase?What Is a System?Product Development TechniquesWhere Product Competencies Are AddressedA Brief Description of Product Management SkillsProduct Competency 1: Assessing Processes—Defining Criteria for ReviewsProduct Competency 2: Awareness of Process Standards—Understanding Process StandardsProduct Competency 3: Defining the Product—Identifying Customer Environment and Product RequirementsProduct Competency 4: Evaluating Alternative Processes—Evaluating Various ApproachesProduct Competency 5: Managing Requirements—Monitoring Changes in RequirementsProduct Competency 6: Managing Subcontractors—Planning, Managing, and Monitoring PerformanceProduct Competency 7: Performing the Initial Assessment—Assessing Difficulty, Risks, Costs, and ScheduleProduct Competency 8: Selecting Methods and Tools—Defining Selection ProcessesProduct Competency 9: Tailoring Processes—Modifying Standard Processes to Suit a ProjectProduct Competency 10: Tracking Product Quality—Monitoring the Quality of an Evolving ProductProduct Competency 11: Understanding Development Activities—Learning the Software Development CycleProject Management SkillsWhere Project Competencies Are AddressedA Brief Description of Project Management SkillsProject Competency 12: Building a Work Breakdown Structure—Building a WBS for a ProjectProject Competency 13: Documenting Plans—Identifying Key ComponentsProject Competency 14: Estimating Cost—Estimating Cost Required to Complete a ProjectProject Competency 15: Estimating Effort—Estimating Effort Required to Complete a ProjectProject Competency 16: Managing Risks—Determining Impact and Handling of RisksProject Competency 17: Monitoring Development—Monitoring the Production of SoftwareProject Competency 18: Scheduling—Creating a Schedule and Key MilestonesProject Competency 19: Selecting Metrics—Choosing Appropriate MetricsProject Competency 20: Selecting Project Management Tools—Knowing How to Select PM ToolsProject Competency 21: Tracking Process—Monitoring Compliance of the Project TeamProject Competency 22: Tracking Project Progress—Monitoring Progress Using MetricsPeople Management SkillsWhere People Management Skills Are AddressedA Brief Description of People Management SkillsPeople Competency 23: Appraising Performance—Evaluating Teams to Enhance PerformancePeople Competency 24: Handling Intellectual Property—Understanding the Impact of Critical IssuesPeople Competency 25: Effective Meetings—Planning and Running Excellent MeetingsPeople Competency 26: Interaction and Communication—Dealing with Developers, Upper Management, and Other TeamsPeople Competency 27: Leadership—Coaching Project Teams for Optimal ResultsPeople Competency 28: Managing Change—Being an Effective Change AgentPeople Competency 29: Negotiating Successfully—Resolving Conflicts and Negotiating SuccessfullyPeople Competency 30: Planning Careers—Structuring Teams and Giving Career GuidancePeople Competency 31: Presenting Effectively—Using Effective Written and Oral SkillsPeople Competency 32: Recruiting—Recruiting and Interviewing Successful Team MembersPeople Competency 33: Selecting a Team—Choosing Highly Competent TeamsPeople Competency 34: Teambuilding—Forming, Guiding, and Maintaining an Effective TeamSummaryProblems for ReviewEndnotes
2. A Case in Point
Background Information on the Chinese Railway SystemRailroad Building in China[1]Chinese Business Environment[2]Westinghouse Power ContractNon-State Group in IFC LoanGlobalstar Gearing UpMineral Resource PrioritiesProject DescriptionYour Project Management SituationResourcesYour Corporation and YouYour Project DeliverablesYour ScheduleYour CompetitionYour Project TeamA Final Note: Potential Market for SoftwareWeb Pages for Further InformationEndnotes
3. Process Overview
Key Chapter 3 PointsWhere We Are in the Product Development Life CycleChapter 3 Relation to the 34 CompetenciesLearning Objectives for Chapter 3SEI CMM Level 3 Is the Defined LevelOrganizational Process FocusOrganizational Process DefinitionProcess Management Begins at the Front EndProcess Management DefinedThe Process of Process ManagementIEEE 1074—Process Map for Software Life Cycle ProcessHow to Use 10741074 AppliedCustomized Software Development ProcessSoftware Project Management Organization Life CycleSummaryProblems for ReviewVisit the Case StudyReferencesWeb Pages for Further InformationEndnotes
4. Selecting Software Development Life Cycles
Where We Are in the Product Development Life CycleChapter 4 Relation to the 34 CompetenciesLearning Objectives for Chapter 4What Is a Software Development Life Cycle?Why Are Software Development Life Cycles Important?Selection and Tailoring of Software Development Life Cycles Is a Quality ObjectiveThe SEI CMM and the Life CycleOrganization Process DefinitionIntegrated Software ManagementInternational Organization for Standardization (ISO)/IEC 12207Software Development Life Cycle ModelsThe Waterfall Software Development Life Cycle ModelA Brief Description of the Phases in the Waterfall ModelStrengths of the Waterfall ModelWeaknesses of the Waterfall ModelWhen to Use the Waterfall ModelThe V-Shaped Software Development Life Cycle ModelPhases in the V-Shaped ModelStrengths of the V-Shaped ModelWeaknesses of the V-Shaped ModelWhen to Use the V-Shaped ModelThe Prototype Software Development Life Cycle ModelDefinitions of PrototypingDescription of the Structured Evolutionary Prototyping ModelStrengths of the Structured Evolutionary Rapid Prototyping ModelWeaknesses of the Structured Evolutionary Rapid Prototyping ModelWhen to Use the Structured Evolutionary Rapid Prototyping ModelThe Rapid Application Development (RAD) Software Development Life Cycle ModelA Brief Description of the Phases in the RAD ModelStrengths of the RAD ModelWeaknesses of the RAD ModelWhen to Use the RAD ModelThe Incremental Software Development Life Cycle ModelStrengths of the Incremental ModelWeaknesses of the Incremental ModelWhen to Use the Incremental ModelThe Spiral Software Development Life Cycle ModelStrengths of the Spiral ModelWeaknesses of the Spiral ModelWhen to Use the Spiral ModelTailored Software Development Life Cycle ModelsFast TrackConcurrent EngineeringWin-Win Spiral ModelEvolutionary/IncrementalIncremental VObject-Oriented Rapid PrototypingSelecting an Appropriate Software Development Life Cycle ModelProject Characteristic CategoriesRequirementsProject TeamUser CommunityProject Type and RiskCustomizing the Life Cycle ModelSummaryProblems for ReviewVisit the Case StudyReferencesWeb Pages for Further InformationEndnotes

5. Managing Domain Processes
Where We Are in the Product Development Life CycleChapter 5 Relation to the 34 CompetenciesLearning Objectives for Chapter 5Defining the Process DomainProject Selection ModelsProject Portfolio ManagementUnderstanding Financial ProcessesSummaryProblems for ReviewVisit the Case StudyWeb Pages for Further InformationEndnotes
6. Selecting a Project Team
Where We Are in the Product Development Life CycleChapter 6 Relation to the 34 CompetenciesLearning Objectives for Chapter 6Selecting a Project TeamPrinciple 7: ColleaguesPrinciple 8: SelfThe Whole Is the Sum of the PartsIndividual Personality TypeMyers-Briggs Type IndicatorFIRO-B InstrumentKeirsey Temperament SorterKahler Process Communication ModelEnneagramModel UsageCultural InfluencesPersonal MotivationParts Need to Work TogetherHire for Trait and Train for SkillMcFletcher WorkStyle Patterns InventoryThe Skill GapUnderstand Group DynamicsRecognize TeamicideWorking Together Requires a FrameworkCommunication and Team SizeTeam CommunicationTeam DispersionGeography IssuesTime ConsiderationsStructure and RitualProvide a Strong FrameworkPractice RitualsPeoplework, Not PaperworkProviding the Total SolutionManaging CreativityWhen to Lead and When to ManageSummaryProblems for ReviewVisit the Case StudySuggested ReadingsWeb Pages for Further InformationEndnotes
7. Defining the Goal and Scope of the Software Project
Where We Are in the Product Development Life CycleChapter 7 Relation to the 34 CompetenciesLearning Objectives for Chapter 7Project PlanningWhyWhatHowDo ItDid ItWhat Is “The Goal”?Setting Clear ObjectivesWhat Is the Scope of Work?Setting Boundary ConditionsProject CharterProject Charter ContentsThe Software Project Management PlanMajor Elements of SPMPHow These Project Planning Documents RelateSummaryProblems for ReviewVisit the Case StudySuggested ReadingsWeb Pages for Further InformationEndnotes
8. Creating the Work Breakdown Structure
Where We Are in the Product Development Life CycleChapter 8 Relation to the 34 CompetenciesLearning Objectives for Chapter 8What Is a Work Breakdown Structure?Approaches to Building a WBSDefining Project MilestonesCreating Work PackagesBuilding a WBS for SoftwareIdentify the Work Concerning SoftwareFind Any Higher System WBSDetermine the Software WBS ArchitecturePopulate the Software WBSDetermine Cost Categories for SoftwareApplying the Five WBS-Building StepsSummaryProblems for ReviewVisit the Case StudySuggested ReadingsWeb Pages for Further Information
9. Identifying the Tasks and Activities
Where We Are in the Product Development Life CycleChapter 9 Relation to the 34 CompetenciesLearning Objectives for Chapter 9Characteristics of Tasks and ActivitiesMeaningful LabelOptimal Activity SizeSourceThe Activity ID ProcessAdapting Life Cycle Activities for Common SituationsSoftware Development Life Cycle ActivitiesWaterfall Model ActivitiesV-Shaped Model ActivitiesStructured Evolutionary Rapid Prototyping Model ActivitiesRapid Application Development (RAD) Model ActivitiesIncremental Model ActivitiesSpiral Model ActivitiesSummaryProblems for ReviewVisit the Case StudyReferencesWeb Pages for Further Information
10. Software Size and Reuse Estimating
Where We Are in the Product Development Life CycleChapter 10 Relation to the 34 CompetenciesLearning Objectives for Chapter 10The SEI CMM and EstimatingGoals of SEI CMM Level 2, Key Process Area (KPA): Software Project Planning (PP)Activities PerformedProblems and Risks with Estimating Software SizeThe Problem with EstimatingThe Risks of EstimatingSome Software Project Management Risks Associated with Estimating SizeSome Suggestions to Mitigate Size-Related RisksGetting Started with Software Sizing: Estimating Begins with PlanningThe WBS—“Decomposing” a Project into TasksEstimating the Size of Software Under Development (Sizing)Examples of Size MeasuresLines of Code as a Unit of SizeEstimating LOC Using Expert Opinions and Bottom-Up SummationsGuidelines for Counting LOCEstimating LOC by AnalogyAdvantages of Using LOC as a Unit of MeasureDisadvantages of Using LOCFunction Points as a Unit of SizeFeature Points as a Unit of SizeObject PointsModel BlitzWideband DelphiThe Effects of Reuse on Software SizeBecoming More Accurate with ReuseEstimation of EffortSummaryProblems for ReviewVisit the Case StudySuggested ReadingsWeb Pages for Further InformationEndnotes
11. Estimating Duration and Cost
Where We Are in the Product Development Life CycleChapter 11 Relation to the 34 CompetenciesLearning Objectives for Chapter 11The SEI CMM and EstimatingA Goal of SEI CMM Level 2, Key Process Area (KPA): Software Project Planning (PP)Goal 1.Effort MeasuresThe Steps in EstimatingStep 1. Establish Cost-Estimation ObjectivesStep 2. Develop a Plan for Estimation Activities; Plan for ResourcesStep 3. Clarify Software RequirementsStep 4. Explore as Much Detail as FeasibleStep 5. Use Several Independent TechniquesStep 6. Compare, Understand, and Iterate EstimatesStep 7. Review Estimate AccuracyCOCOMO: A Regression ModelRegression Models in GeneralDefinitions:COCOMO ModesOrganicSemidetachedEmbeddedCOCOMO LevelsBasicIntermediateDetailedBasic COCOMOEffort EstimationBasic COCOMO Project Duration EstimationBasic COCOMO Average Staff and Productivity EstimationBasic COCOMO ExamplesBasic COCOMO Example 1Basic COCOMO Example 2Basic COCOMO Phase Distribution of Effort and ScheduleIntermediate COCOMOIntermediate COCOMO Effort EstimationCost DriversProduct AttributesComputer AttributesProject AttributesPersonnel AttributesOther Cost DriversIntermediate COCOMO ExamplesIntermediate COCOMO Example 1Intermediate COCOMO Example 2Detailed COCOMOScheduling Using COCOMOTailoring of COCOMOAdvantages of COCOMODisadvantages of COCOMOSome Typical Barriers to Faster Schedule or Lower CostCOCOMO IISLIM: A Mathematical ModelAdvantages of the SLIM ModelDisadvantages of the SLIM ModelSummaryProblems for ReviewVisit the Case StudyReferencesSuggested ReadingsWeb Pages for Further InformationEndnotes
12. Assigning Resources
Where We Are in the Product Development Life CycleChapter 12 Relation to the 34 CompetenciesLearning Objectives for Chapter 12Organizational PlanningIdentifying and Documenting the Project Roles and Skills NeededTypes of RolesCharacteristics of RolesAssigning Responsibilities to IndividualsComprehending Roll-On and Roll-OffResource Assignment StrategyFitting a Person to a RoleDeveloping the Project Staffing Management PlanEstablishing Reporting RelationshipsResponsibility Assignment MatrixResource LevelingProject Management Resource Activities During ExecutionSummaryProblems for ReviewVisit the Case StudySuggested ReadingsWeb Pages for Further Information
13. Choosing an Organizational Form
Where We Are in the Product Development Life CycleChapter 13 Relation to the 34 CompetenciesLearning Objectives for Chapter 13What Is an Organization?How Did Organizations Evolve?Are Organizational Styles Changing?Characteristics of an OrganizationGeneric Model of an OrganizationDoes Organization Size Matter?Dispersed or CollocatedThe Relative Power of the Project ManagerOrganizational MaturityOrganizational StructuresFunctional OrganizationsProject Expediter OrganizationProject CoordinatorMatrix OrganizationsProjectized OrganizationsImplementing an Organizational StructureSummaryProblems for ReviewVisit the Case StudyReferencesSuggested ReadingsWeb Pages for Further InformationEndnotes
14. Considering Dependencies
Where We Are in the Product Development Life CycleChapter 14 Relation to the 34 CompetenciesLearning Objectives for Chapter 14What Are Dependencies?Types of Software Development DependenciesExternal versus Internal DependenciesResource versus Activity DependenciesPossible Dependency RelationshipsFinish-to-Start (FS)Start-to-Start (SS)Finish-to-Finish (FF)Start-to-Finish (SF)Special Types of RelationshipsLag and Lead RelationshipsHard vs. Soft DependenciesThe Uncertainty PrincipleBrainstorming Dependencies and ActivitiesNominal Group TechniqueProcess for Identifying New DependenciesSummaryProblems for ReviewVisit the Case StudySuggested ReadingsWeb Pages for Further Information
15. Scheduling the Work
Where We Are in the Product Development Life CycleChapter 15 Relation to the 34 CompetenciesLearning Objectives for Chapter 15Why Schedule?The GameThe Uncertainty of Scheduling the FutureThe Psychology of EstimatingScheduling FundamentalsTableGantt ChartNetwork DiagramPERT and CPM SchedulingPERTCPMLeveling Resource AssignmentsMap the Schedule to a Real CalendarCritical Chain SchedulingComplete Process for Building a Real ScheduleSummaryProblems for ReviewVisit the Case StudySuggested ReadingsWeb Pages for Further InformationEndnotes
16. Eliciting Requirements
Where We Are in the Product Development Life CycleChapter 16 Relation to the 34 CompetenciesLearning Objectives for Chapter 16Background for Requirements ManagementRequirements Management and the SEI CMMGoalsActivities PerformedCritical Success Factors as Applied to Software RequirementsWhat Is a Software Requirement?Types of Software RequirementsWhat Makes a “Good” Software Requirement?Requirements Elicitation MethodsInterviewsSteps in InterviewingBrainstorming SessionsDefinition of BrainstormingRoles for a Brainstorming SessionLeaderScribeParticipantsRules for a Brainstorming SessionRules for LeadersRules for ScribesRules for ParticipantsBrainstorming Rules in GeneralAn Expansion of Some of the Most Important Brainstorming RulesSuggestions for a Brainstorming SessionBrainstorming Session AgendaPreparation for BrainstormingFollow-up to a Brainstorming SessionMind MappingFacilitated Application Specification Techniques (FAST)Joint Application DesignDefinition of JADRoles in JADDevelopersParticipantsThe Facilitator/Process ConsultantScribeJAD SessionsOutput from a JAD SessionPossible Issues with JADUser Scenario and Use Case Development SessionsDefinition of a Use CaseActorUse CaseUse Case DiagramBenefits of Use CaseGuidelines for Creating Use CasesGuidelines for Writing Quality RequirementsChallenges in Eliciting RequirementsRequirements and Quality Function DeploymentPrioritize RequirementsSummaryProblems for ReviewVisit the Case StudySuggested ReadingsWeb Pages for Further InformationEndnotes
17. Developing the Software Requirements Specification
Where We Are in the Product Development Life CycleChapter 17 Relation to the 34 CompetenciesLearning Objectives for Chapter 17Questions the SRS Answers for a ProjectBenefits of an SRSBuilding the SRSTitle PageTable of ContentsSection 1. Introduction1.1. Purpose1.2. Scope1.3. Assumptions and Dependencies1.4. Overview of the SRSSection 2. The General Description2.1. Product Perspective2.2. Product Functions2.3. User Characteristics2.4. General ConstraintsSection 3. Specific Requirements3.1. Functional Requirements3.2. External Interface Requirements3.2.1. User Interfaces3.2.2. Hardware Interfaces3.2.3. Software Interfaces3.2.4. Communications Interfaces3.3. Performance Requirements3.4. Design Constraints3.4.1. Standards Compliance3.4.2. Hardware Limitations3.5. Quality Characteristics3.5.1. Efficiency3.5.n. Usability3.6. Other Requirements3.6.1. Database3.6.2. Operations3.6.3. Site Adaptation RequirementsSection 4. Supporting Information4.1. Definitions, Acronyms, and Abbreviations4.2. References4.3. Appendices4.4. IndexEvaluating the Project SRSCorrectnessUnambiguousnessCompletenessConsistencyRanked for Importance and/or StabilityDegree of StabilityDegree of NecessityVerifiabilityModifiabilityTraceabilitySome Final HintsSummaryProblems for ReviewVisit the Case StudyReferencesWeb Pages for Further InformationEndnotes
18. Determining Project Risks
Where We Are in the Product Development Life CycleChapter 18 Relation to the 34 CompetenciesLearning Objectives for Chapter 18What Is Risk Management?Risk Management ModelsProject Risk and the SEIIdentifying RisksAnalyzing and Quantifying RisksDeveloping and Controlling RisksRisk CategoriesSteps in Developing a Risk Management PlanStep 1Step 2Step 3Step 4Step 5SummaryProblems for ReviewVisit the Case StudyWeb Pages for Further InformationRisk Management ToolsReferencesEndnotes
19. Introduction to Software Engineering
Where We Are in the Product Development Life CycleChapter 19 Relation to the 34 CompetenciesLearning Objectives for Chapter 19Software Engineering Defined in the SEI CMMGoalsActivitiesSoftware, Engineering, and Software EngineeringSoftware Engineering Body of KnowledgeSWEBOK and the SEI CMMSWEBOK and the 34 Software Project Management CompetenciesSWEBOK and Quality Software Project ManagementSummaryProblems for ReviewVisit the Case StudyWeb Pages for Further InformationSuggested ReadingsEndnotes
20. Reliability
Where We Are in the Product Development Life CycleChapter 20 Relation to the 34 CompetenciesLearning Objectives for Chapter 20Software Reliability TerminologyFault ForecastingFault PreventionFault RemovalFault ToleranceReliability ToolsSoftware Reliability PlanSummaryProblems for ReviewVisit the Case StudyStandardsWeb Pages for Further InformationToolsSuggested ReadingsEndnotes
21. Software Metrics
Where We Are in the Software Life CycleProject Initiation and PlanningProject Monitoring and ControlSoftware Quality ManagementVerification and ValidationTraining ProcessChapter 21 Relation to the 34 CompetenciesLearning Objectives for Chapter 21What Is a Metric?Classes of Software Entities that May Be MeasuredMeasurement ScalesThe Importance of Metrics to Software ProjectsMetrics and the SEI CMMSEI CMM Level 2: RepeatableKey Process Area: Software Requirements ManagementKey Process Area: Software Project PlanningKey Process Area: Software Project Tracking and OversightSEI CMM Level 3: DefinedKey Process Area: Training ProgramKey Process Area: Software Product EngineeringSEI CMM Level 4: ManagedUseful MetricsThe Basili Goal/Question/Metric ParadigmGQM Step 1: Develop a Set of GoalsStrategic GoalsTactical GoalsGQM Step 2: Develop a Set of Questions that Characterize the GoalsGQM Step 3: Specify the Metrics Needed to Answer the QuestionsGQM Step 4: Develop Mechanisms for Data CollectionGQM Step 5: Collect, Validate, and Analyze the Data in Real Time to Provide Feedback to Projects for Corrective ActionGQM Step 6: Analyze the Data in a Postmortem Fashion to Assess Conformance to the Goals and Make Recommendations for Future ImprovementsGQM Step 7: Provide Feedback to StakeholdersA “Basic Metrics” Starter SetThree Basic Metrics: EffortEffort Data: Barriers to CollectionEffort Data: Successful CollectionThree Basic Metrics: ReviewsReviews: Errors and DefectsReviews: What Review Data Alone Can ShowPhase Containment EffectivenessReviews: Review Data Plus Effort DataThree Basic Metrics: Change RequestsChanges: What Change Request Data Alone Can ShowChanges: Change Request Data Plus Effort DataMeasuring Aspects of Software QualityThe Metrics PlanSummaryProblems for ReviewVisit the Case StudySuggested ReadingsWeb Pages for Further InformationEndnotes
22. Analysis and Design Methods
Where We Are in the Product Development Life CycleChapter 22 Relation to the 34 CompetenciesLearning Objectives for Chapter 22Analysis and Design and the SEI CMMStructured Analysis/Structured Design (SA/SD)SA/SD—Structured Analysis: Data ModelsEntity Relationship DiagramsEntitiesAttributesRelationshipsNormalizationSA/SD—Structured Analysis: Process ModelsData Context Diagram (DCD)External Entity (or Terminator)ProcessData FlowData Flow Diagrams (DFDs)Data Stores and Data FlowsFunctional Decomposition (Leveling)Decomposing DFDs and Labeling the DiagramsInternal Consistency (Balancing)Leveling DFDsAdvantages of Leveled DFDsProcess Specifications (PSPECs)Rules for PSPECsControl ModelsControl Context Diagram (CCD)Control Flow Diagrams (CFDs)State Transition DiagramsData Dictionaries (Requirements Dictionaries)Software ArchitectureSA/SD—Structured Design: Structure ChartsStructure Chart Quality—CouplingThe Structure Chart—CohesionCreating Structured Design Models from Structured Analysis ModelsTransform Analysis: A Strategy for Converting DFDs to Structure ChartsTransaction AnalysisShape and Organization of the Structure ChartFan-In/Fan-OutScope of ControlModule ConnectionsA Balanced Structure ChartThe Chapin Chart: A Model for Low-Level DesignObject-Oriented Analysis/Object-Oriented Design (OOA/OOD)The Unified Modeling LanguageObject-Oriented AnalysisObject-Oriented Analysis Static View: Class DiagramClassesObjectsAttributesOperationsAssociationsMessagesEncapsulation (Information Hiding)InheritancePolymorphismDesigning ClassesSuperclasses and SubclassesAbstract ClassesFinding Candidate ObjectsFinding AttributesFinding OperationsClass-Responsibility-Collaboration (CRC)Object-Oriented Analysis Static Views: Use Case DiagramsObject-Oriented Analysis Dynamic View—Activity DiagramObject-Oriented DesignObject-Oriented Design Static View—Class DiagramObject-Oriented Design—Interaction DiagramsInteraction DiagramsObject-Oriented Design Static View—Interaction Diagrams and Collaboration DiagramsObject-Oriented Design Dynamic View—Interaction Diagrams and Sequence DiagramsObject-Oriented Design Dynamic View—State Transition DiagramsStrengths of OO ModelingCommonalities of SA/SD and OOA/OODSummaryReview: Steps in Structured Analysis and Structured DesignReview: Steps in Object-Oriented Analysis and Object-Oriented DesignProblems for ReviewVisit the Case StudySuggested ReadingsWeb Pages for Further InformationEndnotes
23. Validation and Verification
Reviews, Inspections, and WalkthroughsTestingWhere We Are in the Product Development Life CycleChapter 23 Relation to the 34 CompetenciesLearning Objectives for Chapter 23Static Testing: ReviewsPeer Reviews and the SEI CMMStatic Testing DefinitionsWhy Review?Economics of ReviewsNonmonetary Benefits of ReviewsWhat Gets Reviewed?When Do Reviews Occur?Who Is Involved in Reviews?How Are Reviews Conducted? What Is the Process?PrereviewThe Review MeetingRoles Played in the Review MeetingRules of the Review MeetingPost-ReviewReview MetricsReviews and Trend AnalysisRisks of Not Conducting ReviewsSoftware Inspection QualityIssues with ReviewsSummary of Static Testing with ReviewsDynamic TestingThe Purpose of TestingDevelopers and DestructionDebuggingTesting Is Never CompleteThe V-Shaped Software Product Development Life Cycle Supports TestingDynamic Testing DefinitionsTypes of TestsWhite-Box TestingBlack-Box TestingEquivalence PartitioningBoundary-Value AnalysisIntegration TestsSystem TestsOperational ProfileRegression TestsAlpha and Beta TestingWhite-Box Testing with Chapin Charts and Directed Flow GraphsDirected Flow Graph: McCabe Cyclomatic Complexity AnalysisEdges – Nodes + 2Count of Bounded RegionsPredicate Nodes + 1Statement CoverageDecision CoverageCondition CoverageDecision/Condition CoverageMultiple-Condition CoverageUser Acceptance and Usability TestingUsability RequirementsUsers Talk BackThe Ideal Test CoverageThe Testing ProcessPreparing for TestingTestingPost-TestingTesting TeamsTest DocumentationDynamic Testing: Measurement, Reporting, and Decision MakingTesting MetricsTesting DecisionsObject-Oriented TestingSummary of Dynamic TestingSummaryProblems for ReviewVisit the Case StudySuggested ReadingsWeb Pages for Further InformationEndnotes
24. Use of Tools
Where We Are in the Product Development Life CycleLearning Objectives for Chapter 24Software Requirements ToolsRequirements Modeling—CMM Level 2 and AboveTraceability—CMM Level 2 and AboveSoftware Design ToolsDesign Modeling—CMM Level 3 and AboveDesign Verification—CMM Level 4 and AboveDesign Optimization—CMM Level 4 and AboveSoftware Construction ToolsProgram Editors—CMM Level 1 and AboveCompilers—CMM Level 1 and AboveInterpreters—CMM Level 1 and AboveDebuggers—CMM Level 1 and AboveSoftware Testing ToolsTest Generators—CMM Level 1 and AboveTest Execution Frameworks—CMM Level 1 and AboveTest Evaluation—CMM Level 2 and AboveTest Management—CMM Level 2 and AbovePerformance Analysis—CMM Level 3 and AboveSoftware Maintenance ToolsComprehension—CMM Level 5Re-engineering—CMM Level 5Software Configuration Management Tools—CMM Level 2 and AboveSoftware Engineering Life Cycle Process ToolsSoftware Engineering Process ToolsProcess Management—CMM Level 4 and AboveProcess Modeling—CMM Level 3 and AboveIntegrated CASE Environments—CMM Level 4 and AboveProcess-Centered Software Engineering Environments—CMM Level 5 and AboveSoftware Quality ToolsInspection—CMM Level 3 and AboveStatic Analysis—CMM Level 4 and AboveSoftware Engineering Management ToolsProject Planning and Tracking—CMM Level 2 and AboveRisk Management—CMM Level 2 and AboveMeasurement—CMM Level 2 and AboveInfrastructure Support ToolsInterpersonal Communications—CMM Level 1 and AboveInformation Retrieval—CMM Level 2 and AboveSystem Administration and Support—CMM Level 2 and AboveMiscellaneous Tools IssuesTool Integration Techniques—CMM Level 3 and AboveMeta Tools—CMM Level 1 and AboveTool Evaluation—CMM Level 3 and AboveMinimal Tool SetsSummaryProblems for ReviewVisit the Case StudyToolsWeb Pages for Further InformationReferencesEndnotes
25. Project Tracking and Control
Where We Are in the Product Development Life CycleChapter 25 Relation to the 34 CompetenciesLearning Objectives for Chapter 25Control SystemsProcess Control, Management, and ReportingProject Management Information SystemScope ManagementFlexibility MatrixSchedule ManagementMilestone ListsCrashing and Fast TrackingFour Steps to Crash a ProjectCrashing Example SetupSet Up the Problem WorkspaceCrash ProcessCheck If DoneExample Problem SolutionCost ManagementCost BaselineBuilding the Cost BaselineQuality ManagementProgress ManagementEarned Value ManagementBCWSBCWPACWPCritical Chain MeasurementRisk ManagementSummaryProblems for ReviewVisit the Case StudySuggested ReadingsWeb Pages for Further Information
26. Continuous Process Improvement
Where We Are in the Product Development Life CycleChapter 26 Relation to the 34 CompetenciesLearning Objectives for Chapter 26Maturity Level Process CharacteristicsLevel 1: Schedule and Cost Targets Are Regularly OverrunLevel 2: Plans Based on Past Performance Are More AttainableLevel 3: With Well-Defined Processes, Performance ImprovesLevel 4: Performance Continues to Improve Based on Quantitative Understanding of Process and ProduceLevel 5: Performance Continuously ImprovesWaste in the Software Development OrganizationSix-Step Software Development Process Improvement ModelPlanResearchObserveAnalyzeAdaptImproveApplying the Software Development Process Improvement ModelPlanResearchObserveAnalyzeAdaptImproveSummaryProblems for ReviewVisit the Case StudyToolsWeb Pages for Further InformationSuggested ReadingsEndnotes
27. Project Termination
Where We Are in the Product Development Life CycleChapter 27 Relation to the 34 CompetenciesLearning Objectives for Chapter 27Why Terminate?Business ReasonsTechnical ReasonsScope ReasonsSchedule ReasonsCost ReasonsQuality ReasonsPoliticsTypes of TerminationWhat to Do upon Project TerminationTermination ProcessSummaryProblems for ReviewVisit the Case StudySuggested ReadingsWeb Pages for Further InformationEndnotes
28. Post-Performance Analysis
Where We Are in the Product Development Life CycleChapter 28 Relation to the 34 CompetenciesLearning Objectives for Chapter 28What's in a Name?Purpose of a PPAPPA FocusWhat Does a PPA Produce?How to Conduct a PPAPost-Performance Analysis ProcessAdditional Questions to AskSummaryProblems for ReviewVisit the Case StudySuggested ReadingsWeb Pages for Further InformationEndnotes
29. Reporting and Communicating
Where We Are in the Product Development Life CycleChapter 29 Relation to the 34 CompetenciesLearning Objectives for Chapter 29Effective CommunicationCommunication TechniquesCommunicating with TeamsGoals of Team BuildingSome Tools and Techniques for Team DevelopmentWhen to Use Team BuildingBenefits of Team BuildingLimitations of Team BuildingMotivation in TeamsExpectancy TheoryThe Equity TheoryGoal Setting TheoryMaslow's Hierarchy of NeedsHerzberg's Theory of Motivators and DissatisfiersMotivation Through RewardsCommunication and Motivation Skills of a Software Project ManagerProject Manager's Role in Team DevelopmentSituational LeadershipMethods of Group Decision MakingGroup Problem SolvingKeep Team Members Satisfied—Avoiding TurnoverBehavioral Theory and MotivationTheories X and YTheory ZProject Manager Behavior That MotivatesForce-Field AnalysisCommunication with Help from Understanding of Personality TypesKeirsey Temperament SorterWhen the Team Is Not CollocatedCommunicating in MeetingsMeeting RolesMeeting “Rules”Decision Making MeetingsTypical Meeting OutputsPersonality Types and Communication in MeetingsCommunicating via NegotiationWhat Is Negotiation?Negotiation versus BargainingNegotiation Is a ProcessPlanning the NegotiationExecuting the NegotiationWin-Win NegotiationPrincipled Negotiation: The Win-Win Approach in GeneralNegotiating and CultureConflictConflict ManagementConflict Management Techniques for the Project ManagerConflict ResolutionRoles in Conflict ResolutionTask versus RelationshipCommunicating via Visual Expression of InformationTips and Tricks for the Visual Display of Quantitative InformationReporting Project StatusCommunications Management Plan TemplateBaseline PlansProject ReportingStatus ReportsProject ControlControl SystemSummaryProblems for ReviewVisit the Case StudySuggested ReadingsWeb Pages for Further InformationEndnotes
30. Software Quality Assurance
Where We Are in the Product Development Life CycleChapter 30 Relation to the 34 CompetenciesLearning Objectives for Chapter 30Building the Software Quality Assurance Plan1. Purpose2. Reference Documents3. Management3.1. Organization3.2. Tasks3.3. Responsibilities4. Documentation4.1. Documentation Requirements5. Standards, Practices, Conventions, and Metrics5.1. Purpose5.2. Content6. Reviews and Audits6.1. Purpose6.2. SQA Required Reviews7. Risk Management8. Problem Reporting and Corrective Action9. Tools, Techniques, and Methodologies10. Supplier Control11. Training12. Records Collection, Maintenance, and RetentionEnsuring the SQAPPurposeReference DocumentsManagementOrganizationTasksResponsibilitiesDocumentationDocumentation RequirementsStandards, Practices, Conventions, and MetricsPurposeContentReviews and AuditsPurposeSQA Required ReviewsRisk ManagementProblem Reporting and Corrective ActionTools, Techniques, and MethodologiesSupplier ControlTrainingRecords Collection, Maintenance, and RetentionSummaryProblems for ReviewVisit the Case StudyReferencesWeb Pages for Further Information
31. Software Configuration Management
What Is Software Configuration Management?Why Is SCM Important?Who Is Involved in SCM?How Can Software Configuration Be Implemented in Your Organization?Where We Are in the Product Development Life CycleChapter 31 Relation to the 34 CompetenciesLearning Objectives for Chapter 31SCM PrinciplesUnderstanding of SCMSCM Plans and PoliciesSCM ProcessesMetricsTools for SCMSCM Configuration ItemsSCM Is an SEI CMM Level 2 Key Process AreaThe Four Basic Requirements for an SCM SystemPlanning and Organizing for SCMPotential SCM Problem ClassesSCM StaffingIdentificationControlAuditingStatus AccountingSCM ToolsBenefits of SCM Process and ToolsControlManagementCost SavingsQualitySome Problems with SoftwareLack of VisibilityLack of ControlLack of TraceabilityLack of MonitoringUncontrolled ChangeSCM Identification Benefits to V&VSCM Auditing Benefits to V&VSCM Status Accounting Benefits to V&VSummaryProblems for ReviewVisit the Case StudyReferencesWeb Pages for Further InformationEndnotes
32. Legal Issues in Software
Where We Are in the Product Development Life CycleChapter 32 Relation to the 34 CompetenciesLearning Objectives for Chapter 32Product Development TechniquesAdvertising and ConsumerCommunicationsContractsInternet RegulationPrivacyTortLimiting Software LiabilityProject Management SkillsAlternative Dispute ResolutionArbitrationNegotiationMediationPeople Management SkillsContractsDisability/HandicapEmploymentIntellectual PropertyPatentsCopyrightsTrade SecretsTrademarksTrade DressPrivacyLegal Risk IssuesSummaryProblems for ReviewVisit the Case StudyWeb Pages for Further InformationSuggested Readings
33. Summary
Product Development TechniquesProcessLife CyclesDomain ProcessesSoftware Requirements SpecificationsSoftware EngineeringAnalysis and DesignSoftware Development Tools, Including CMContinuous Process ImprovementProject Management SkillsDefining Project GoalsWork Breakdown StructureIdentifying Tasks and ActivitiesEstimating and SizingProject Risk and Quality AssuranceReliabilityVerification and ValidationProject ClosurePeople Management SkillsSelecting Project TeamsEstimating Duration and CostAssigning ResourcesEliciting Product RequirementsMetricsLegal IssuesVisit the Case Study
A. Supporting Organizations
Appendix A Relation to the 34 CompetenciesKey Appendix A PointsOrganizations Supporting Software Development Project ManagementProject Management InstitutePMI's Project Management Body of KnowledgeProject Management ContextProject Management ProcessesIntegration ManagementScope ManagementTime ManagementHuman Resource ManagementQuality ManagementCost ManagementCommunications ManagementRisk ManagementProcurement ManagementPMI's Project Management Professional (PMP®) CertificationAmerican Society for Quality (ASQ)Administration of the Malcolm Baldrige National Quality Award ProcessCertification of Professionals in Software Quality EngineeringCSQE Body of KnowledgeGeneral Knowledge, Conduct, and EthicsSoftware Quality ManagementSoftware ProcessesSoftware Project ManagementSoftware Metrics, Measurement, and Analytical MethodsSoftware Inspection, Testing, Verification and ValidationSoftware AuditsSoftware Configuration ManagementMalcolm Baldrige National Quality Award (MBNQA)Seven Main Areas of the Award CriteriaMBNQA Core Concepts and ValuesScoring and FeedbackState and Local Quality Organizations and AwardsInternational Organization for Standardization (ISO)Twenty Clauses in the ISO 9001 1996 Quality Systems StandardISO 9000 2000 Quality Systems StandardsAmerican National Standards Institute (ANSI)ANSI's Mission: Promote U.S. Standardization Policies GloballyANSI's Participation in ISOCapability Maturity Model for Software (CMM-S/W v.1.1)Process Determines CapabilityComparisons of StandardsInstitute of Electrical and Electronics Engineers (IEEE)Division I—Circuits and DevicesDivision II—Industrial ApplicationsDivision III—Communications TechnologyDivision IV—Electromagnetics and RadiationDivision V—ComputerDivision VI—Engineering and Human SocietyDivision VII—Energy and Power EngineeringDivision VIII—ComputerDivision IX—Signals and ApplicationsDivision X—Systems and ControlIEEE Computer SocietyVisit the Case StudyWeb Pages for Further Information
B. Real World Projects
Case 1: Managing a Portfolio of Client ProjectsSubset of the 34 Competencies UsedProject DescriptionsHardware Tester Company ProjectsSEMICON ProjectBackgroundSolutionProject ValueFAB_XFR ProjectBackgroundSolutionProject ValueLessons LearnedCase 2: COTS Software Selection for Information Technology SystemsSubset of the 34 Competencies UsedProject DescriptionBackgroundSolutionProject ValueLessons LearnedCase 3: Legacy Software Re-engineeringSubset of the 34 Competencies UsedProject DescriptionBackgroundSolutionProject ValueLessons LearnedProblems for ReviewVisit the Case Study
C. Creating the Business Plan
The Technology Business Plan as the Company's Meta-PlanWhat Is the Technology Business Plan?Road Map for a Business, Business Unit, and ProductFocusing MechanismReality CheckSales ToolWhy Build a Technology Business Plan?Clarify What You Want to DoCommunication MechanismBaseline for Your BusinessMove from Talking to DoingTechnology Business Plan ContentsCompany OverviewProducts or ServicesMerchandisingMarketsDistribution (If Not Direct-to-Buyer)Sales MakeupCompetition (Direct and Indirect)AdvertisingCustomer RelationsPublic RelationsMarketing ResearchMaking the Business Case Cost Benefit Analysis in a Technology Business PlanModels for Cost Benefit AnalysisBenefit/Cost TechniquesReturn on Investment (ROI)Time Value of MoneyMaking a Decision with Present Value TechniquesPayback PeriodNet Present Value (NPV)Internal Rate of Return (IRR)Problems for ReviewOption 1Option 2Visit the Case StudyWeb Pages for Further Information
D. Understanding Systems Engineering
Where We Are in the Project Management Life CycleLearning Objectives for Appendix DClassical Systems Engineering ModelSystem Requirements ModelEnhanced Requirements ModelSystem Architecture ModelHardware Requirements ModelSoftware Requirements ModelSystem DriversRequirements EngineeringRequirements Engineering ProductTypes of Product SystemsProblems for ReviewVisit the Case StudyReferencesWeb Pages for Further InformationTools
E. Distance Project Management
Where We Are in the Product Development Life CycleLearning Objectives for Appendix EManaging Distance Projects—CommunicationsManaging Distance Projects—Remote TeambuildingManaging Distance Projects—ToolsA Case in Point—Quorus™Ten Commandments of Managing a Remote Project TeamProblems for ReviewVisit the Case StudyWeb Pages for Further InformationDistance Project Management ToolsPlanning Tool for MS Project2000 UsersEndnotes
F. Project Artifact Templates
Where We Are in the Product Development Life CycleLearning Objectives for Appendix FSoftware Project Management Plan (SPMP)Software Project Management Plan<Name of Project><author><date>Table of Contents1. Introduction1.1. Project Overview1.2. Project Deliverables1.3. Evolution of the SPMP1.4. Reference Materials1.5. Definitions and Acronyms2. Project Organization2.1. Process Model2.2. Organizational Structure2.3. Organizational Interfaces2.4. Project Responsibilities3. Managerial Process3.1. Management Objectives and Priorities3.2. Assumptions, Dependencies, and Constraints3.3. Risk Management3.4. Monitoring and Controlling Mechanisms3.5. Staffing Approach4. Technical Process4.1. Methods, Tools, and Techniques4.2. Software Documentation4.3. User Documentation4.4. Project Support Functions5. Work Packages, Schedule, and Budget5.1. Work Packages5.2. Dependencies5.3. Resource Requirements5.4. Budget and Resource Allocation5.5. Schedule6. Additional Components6.1. Index6.2. AppendicesSoftware Project Management PlanLift ControllerExcelsior Elevator Embedded Software Development TeamMarch 8, 20011. Introduction1.1. Project Overview1.2. Project Deliverables1.3. Evolution of the SPMP2. Project Organization2.1. The Process Model2.2. Project Responsibilities3. Managerial Process3.1. Assumptions, Dependencies, and Constraints3.2. Monitoring and Controlling Mechanisms4. Technical Process4.1. Methods, Tools, and Techniques5. Work Packages, Schedule, and Budget5.1. Work Packages5.2. Dependencies5.3. Schedule6. Additional Components6.1. IndexSoftware Requirements Specification (SRS)Software Requirements Specification<Name of Project><author><date>Table of Contents1. Introduction1.1. Purpose1.2. Scope1.3. Definitions, Acronyms, and Abbreviations1.4. References1.5. Overview2. General Description2.1. Product Perspective2.2. Product Functions2.3. User Characteristics2.4. General Constraints2.5. Assumptions and Dependencies3. Specific Requirements3.1. Functional Requirements3.2. External Interface Requirements3.3. Performance Requirements3.4. Design Constraints3.5. Quality Characteristics3.6. Other Requirements4. Supporting InformationSoftware Requirements SpecificationLift ControllerExcelsior Elevator Embedded Software Development TeamMarch 22, 2001Table of Contents1. Introduction1.1. Purpose1.2. Scope1.3. Definitions, Acronyms, and Abbreviations1.4. References1.5. Overview2. General Description2.1. Product Perspective2.2. Product Functions2.3. User Characteristics2.4. General Constraints2.5. Assumptions and Dependencies3. Specific Requirements3.1. Process Requirements3.2. Data Requirements3.3. Behavior Requirements3.4. Requirements Class View3.5. External Interface Requirements3.6. Performance Requirements3.7. Design Constraints3.8. Quality Characteristics3.9. Other Requirements4. Supporting InformationProject Risk Management PlanSoftware Risk Management Plan<Name of Project><author><date>Table of Contents1. Introduction2. Risk Categorization Table3. Risk Ranking4. Key Risk Identification5. Project Risk Reporting Format6. Define Ongoing Project Risk ManagementSoftware Risk Management PlanLift ControllerExcelsior Elevator Embedded Software Development TeamApril 3, 2001Table of Contents1. Introduction2. Risk Categorization Table3. Risk Ranking4. Key Risk Identification5. Project Risk Reporting Format6. Define Ongoing Project Risk ManagementSoftware Test PlanSoftware Test Plan<Name of Project><author><date>Table of Contents1. Introduction2. Test Plan2.1. Test Items2.2. Features to Be Tested2.3. Features Not to Be Tested2.4. Approach2.5. Item Pass/Fail Criteria2.6. Suspension Criteria and Resumption Requirements2.7. Test Deliverables2.8. Testing Tasks2.9. Environmental Needs2.10. Responsibilities2.11. Staffing and Training Needs2.12. Schedule2.13. Risks and Contingencies2.14. Approvals3. Test Design Specification3.1. Features to Be Tested3.2. Approach Requirements3.3. Test Identification3.4. Feature Pass/Fail Criteria4. Test Case Specification4.1. Test Items4.2. Input Specifications4.3. Output Specifications4.4. Environmental Needs4.5. Special Procedural Requirements4.6. Intercase Dependencies5. Test Procedure Specification5.1. Purpose5.2. Special Requirements5.3. Procedure Steps6. Test Log6.1. Description6.2. Log Entries7. Test Incident Report7.1. Summary7.2. Incident Description7.3. Impact on testing8. Test Summary Report8.1. Summary8.2. Variances8.3. Comprehensiveness Assessment8.4. Summary of Results8.5. Evaluation (by Test Items)8.6. Summary of Activities8.7. ApprovalsSoftware Test PlanLift ControllerExcelsior Elevator Embedded Software Development TeamMarch 7, 2001Table of Contents1. Introduction2. Test Plan2.1. Test Items2.2. Features to Be Tested2.3. Features Not to Be Tested2.4. Approach2.5. Item Pass/Fail Criteria2.6. Suspension Criteria and Resumption Requirements2.7. Test Deliverables2.8. Testing Tasks2.9. Environmental Needs2.10. Responsibilities2.11. Staffing and Training Needs2.12. Schedule2.13. Risks and Contingencies2.14. Approvals3. Test Design Specification4. Test Case Specification5. Test Procedure Specification6. Test Log6.1. Description6.2. Log Entries7. Test Incident Report8. Test Summary ReportSoftware Configuration Management Plan (SCMP)Software Configuration Management Plan<Name of Project><author><date>Table of Contents1. Introduction1.1. Purpose1.2. Scope1.3. Definitions and Acronyms1.4. References2. Management2.1. Organization2.2. SCM Responsibilities2.3. SCMP Implementation2.4. Applicable Policies, Directives, and Procedures3. SCM Activities3.1. Configuration Identification3.2. Change Control3.3. Configuration Status Accounting3.4. Audits and Reviews4. Tools, Techniques, and Methodologies5. Supplier Control6. Records Collection and RetentionSoftware Configuration Management PlanLift ControllerExcelsior Elevator Embedded Software Development TeamMarch 15, 2001Table of Contents1. Introduction1.1. Purpose1.2. Scope1.3. Definitions and Acronyms1.4. References1.4.1. Lift Controller Project Plans2. Management2.1. Organization2.2. SCM Responsibilities2.3. SCMP Implementation2.4. Applicable Policies, Directives, and Procedures3. SCM Activities3.1. Configuration Identification3.2. Change Control3.4. Audits and Reviews4. Tools, Techniques, and Methodologies5. Supplier Control6. Records Collection and RetentionReferencesWeb Pages for Further Information
G. Joint Application Design in Use
What the Team Did RightWhat the Team Would Change Next TimeJAD Team DocumentsIntra-Team Communications PlanInter-Team Communications PlanTeam Roles and ResponsibilitiesTeam Meeting PlanTeam Project PlanTeam QuorumCharter for the Jakarta WorkshopFinal JAD Documents
Glossary
Quality Engineering GlossariesSoftware Engineering GlossariesProject Management GlossariesQuality Software Project Management Practitioner's Glossary
Bibliography
Print BibliographyWeb Pages for Further InformationAnalysis and DesignBuilding a Work Breakdown StructureCapability Maturity Model and Continuous ImprovementConfiguration ManagementEstimating Costs and Estimating EffortLeadershipManaging Subcontractors, Handling Intellectual Property, and Other Legal IssuesForms and TemplatesGeneralInteraction and CommunicationLessons LearnedLife CyclesMetricsProject Management: Documenting Project Plans, Scheduling, Monitoring Development, and Tracking Project ProgressProject TeamsPublicationsQualityReliabilityRequirementsRisksSoftware Engineering—Defining the Product and Understanding Development ActivitiesStandardsToolsVerification and Validation

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Appendix G. Joint Application Design in Use

Chapter 16, “Eliciting Requirements,” described Joint Application Design (JAD). It is a registered trademark of IBM Corporation. As a team approach to requirements elicitation, it focuses on improving the group process and getting the right people involved from the beginning of a project. Toby Crawford and Chuck Morris at IBM developed the initial concept of JAD in 1977. Through a marriage of the IBM methodology, Business Systems Planning, and their own innovative methods, they got IT professionals and end-users to agree on requirement and design specifications. Since 1977, JAD has emerged as the most widely used tool for requirements definition. It isn't just for requirements though—it is employed in ...

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Cloud Computing

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Quality Software Project Management

by Robert T. Futrell, Donald F. Shafer, Linda I. Safer

Appendix G. Joint Application Design in Use

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