软件项目管理 统一性框架PDF电子书下载

CHAPTER 1 Conventional Software Management 5

PART Ⅰ SOFTWARE MANAGEMENT RENAISSANCE 5

1.1 The Waterfall Model 6

1.1.1 In Theory 6

FIGURE 1-1 The waterfall model 7

1.1.2 In Practice 11

FIGURE 1-2 Progress profile of a conventional software project 12

TABLE 1-1 Expenditures by activity for a conventional software project 13

FIGURE 1-3 Risk profile of a conventional software project across its life cycle 14

FIGURE 1-4 Suboptimal software component organization resulting from a requirements-driven approach 16

1.2 Conventional Software Management Performance 17

TABLE 1-2 Results of conventional software project design reviews 17

CHAPTER 2 Evolution of Software Economics 21

2.1 Software Economics 21

FIGURE 2-1 Three generations of software economics leading to the target objective 23

FIGURE 2-2 Return on investment in different domains 25

2.2 Pragmatic Software Cost Estimation 26

FIGURE 2-3 The predominant cost estimation process 28

CHAPTER 3 Improving Software Economics 31

TABLE 3-1 Important trends in improving software economics 32

3.1 Reducing Software Product Size 33

3.1.1 Languages 34

TABLE 3-2 Language expressiveness of some of today's popular languages 34

3.1.2 Object-Oriented Methods and Visual Modeling 36

3.1.3 Reuse 38

3.1.4 Commercial Components 39

FIGURE 3-1 Cost and schedule investments necessary to achieve reusable components 39

3.2 Improving Software Processes 40

TABLE 3-3 Advantages and disadvantages of commercial components versus custom software 40

TABLE 3-4 Three levels of process and their attributes 41

3.3 Improving Team Effectiveness 43

3.4 Improving Automation through Software Environments 46

3.5 Achieving Required Quality 48

TABLE 3-5 General quality improvements with a modern process 49

3.6 Peer Inspections: A Pragmatic View 51

CHAPTER 4 The Old Way and the New 55

4.1 The Principles of Conventional Software Engineering 55

4.2 The Principles of Modern Software Management 63

FIGURE 4-1 The top five principles of a modern process 64

TABLE 4-1 Modern process approaches for solving conventional problems 66

4.3 Transitioning to an Iterative Process 66

PART Ⅱ A SOFTWARE MANAGEMENT PROCESS FRAMEWORK 69

CHAPTER 5 Life-Cycle Phases 73

5.1 Engineering and Production Stages 74

TABLE 5-1 The two stages of the life cycle:engineering and production 74

FIGURE 5-1 The phases of the life-cycle process 75

5.2 Inception Phase 76

5.3 Elaboration Phase 77

5.4 Construction Phase 79

5.5 Transition Phase 80

CHAPTER 6 Artifacts of the Process 83

6.1 The Artifact Sets 84

6.1.1 The Management Set 85

FIGURE 6-1 Overview of the artifact sets 85

6.1.2 The Engineering Sets 86

FIGURE 6-2 Life-cycle focus on artifact sets 89

FIGURE 6-3 Life-cycle evolution of the artifact sets 92

6.1.3 Artifact Evolution over the Life Cycle 92

6.1.4 Test Artifacts 93

6.2 Management Artifacts 96

FIGURE 6-5 Typical release specification outline 97

FIGURE 6-4 Typical business case outline 97

FIGURE 6-6 Typical software development plan outline 99

FIGURE 6-7 Typical release description outline 100

FIGURE 6-8 Artifact sequences across a typical life cycle 102

6.3 Engineering Artifacts 103

FIGURE 6-9 Typical vision document outline 103

6.4 Pragmatic Artifacts 105

FIGURE 6-10 Typical architecture description outline 105

CHAPTER 7 Model-Based Software Architectures 109

7.1 Architecture: A Management Perspective 110

7.2 Architecture: A Technical Perspective 111

FIGURE 7-1 Architecture,an organized and abstracted view into the design models 113

CHAPTER 8 Workflows of the Process 117

8.1 Software Process Workflows 118

FIGURE 8-1 Activity levels across the life-cycle phases 119

TABLE 8-1 The artifacts and life-cycle emphases associated with each workflow 120

8.2 Iteration Workflows 121

FIGURE 8-2 The workflow of an iteration 121

FIGURE 8-3 Iteration emphasis across the life cycle 123

FIGURE 8-4 A typical build sequence associated with a layered architecture 124

CHAPTER 9 Checkpoints of the Process 125

9.1 Major Milestones 126

FIGURE 9-1 A typical sequence of life-cycle checkpoints 127

TABLE 9-1 The general status of plans,requirements,and products across the major milestones 128

FIGURE 9-2 Engineering artifacts available at the life-cycle architecture milestone 130

FIGURE 9-3 Default agendas for the life-cycle architecture milestone 131

9.2 Minor Milestones 132

FIGURE 9-4 Typical minor milestones in the life cycle of an iteration 133

9.3 Periodic Status Assessments 133

TABLE 9-2 Default content of status assessment reviews 134

PART Ⅲ SOFTWARE MANAGEMENT DISCIPLINES 135

10.1 Work Breakdown Structures 139

CHAPTER 10 Iterative Process Planning 139

10.1.1 Conventional WBS Issues 140

FIGURE 10-1 Conventional work breakdown structure,following the product hierarchy 141

10.1.2 Evolutionary Work Breakdown Structures 142

FIGURE 10-2 Default work breakdown structure 144

10.2 Planning Guidelines 146

FIGURE 10-3 Evolution of planning fidelity in the WBS over the life cycle 147

TABLE 10-1 WBS budgeting defaults 148

TABLE 10-2 Default distributions of effort and schedule by phase 148

10.3 The Cost and Schedule Estimating Process 149

10.4 The Iteration Planning Process 150

FIGURE 10-4 Planning balance throughout the life cycle 151

10.5 Pragmatic Planning 153

CHAPTER 11 Project Organizations and Responsibilities 155

11.1 Line-of-Business Organizations 156

FIGURE 11-1 Default roles in a software line-of-business organization 156

11.2 Project Organizations 158

FIGURE 11-2 Default project organization and responsibilities 159

FIGURE 11-3 Software management team activities 160

FIGURE 11-4 Software architecture team activities 161

FIGURE 11-5 Software development team activities 162

FIGURE 11-6 Software assessment team activities 164

11.3 Evolution of Organizations 165

FIGURE 11-7 Software project team evolution over the life cycle 165

CHARTER 12 Process Automation 167

12.1 Tools: Automation Building Blocks 168

FIGURE 12-1 Typical automation and tool components that support the process workflows 169

12.2 The Project Environment 172

12.2.1 Round-Trip Engineering 173

FIGURE 12-2 Round-trip engineering 174

12.2.2 Change Management 174

FIGURE 12-3 The primitive components of a software change order 176

FIGURE 12-4 Example release histories for a typical project and a typical product 179

TABLE 12-1 Representative examples of changes at opposite ends of the project spectrum 180

12.2.3 Infrastructures 181

FIGURE 12-5 Organization policy outline 183

12.2.4 Stakeholder Environments 184

FIGURE 12-6 Extending environments into stakeholder domains 185

CHAPTER 13 Project Control and Process Instrumentation 187

13.1 The Seven Core Metrics 188

TABLE 13-1 Overview of the seven core metrics 189

13.2 Management Indicators 190

13.2.1 Work and Progress 190

13.2.2 Budgeted Cost and Expenditures 191

FIGURE 13-1 Expected progress for a typical project with three major releases 191

FIGURE 13-2 The basic parameters of an earned value system 193

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 Dynamics 195

FIGURE 13-4 Typical staffing profile 196

13.3 Quality Indicators 196

13.3.1 Change Traffic and Stability 196

FIGURE 13-5 Stability expectation over a healthy project's life cycle 197

13.3.3 Rework and Adaptability 197

13.3.2 Breakage and Modularity 197

FIGURE 13-6 Modularity expectation over a healthy project's life cycle 197

FIGURE 13-7 Adaptability expectation over a healthy project's life cycle 198

FIGURE 13-8 Maturity expectation over a healthy project's life cycle 198

13.3.4 MTBF and Maturity 198

13.4 Life-Cycle Expectations 199

TABLE 13-3 The default pattern of life-cycle metrics evolution 200

13.5 Pragmatic Software Metrics 201

13.6 Metrics Automation 202

FIGURE 13-9 Examples of the fundamental metrics classes 205

FIGURE 13-10 Example SPCP display for a top-level project situation 206

CHAPTER 14 Tailoring the Process 209

14.1 Process Discriminants 209

FIGURE 14-1 The two primary dimensions of process variability 210

14.1.1 Scale 210

FIGURE 14-2 Priorities for tailoring the process framework 211

TABLE 14-1 Process discriminators that result from differences in project size 213

TABLE 14-2 Process discriminators that result from differences in stakeholder cohesion 214

14.1.2 Stakeholder Cohesion or Contention 214

14.1.3 Process Flexibility or Rigor 215

14.1.4 Process Maturity 215

TABLE 14-4 Process discriminators that result from differences in process maturity 216

TABLE 14-3 Process discriminators that result from differences in process flexibility 216

TABLE 14-5 Process discriminators that result from differences in architectural risk 217

14.1.5 Architectural Risk 217

14.1.6 Domain Experience 217

TABLE 14-7 Schedule distribution across phases for small and large projects 218

TABLE 14-6 Process discriminators that result from differences in domain experience 218

14.2 Example: Small-Scale Project versus Large-Scale Project 218

TABLE 14-8 Differences in workflow priorities between small and large projects 219

TABLE 14-9 Differences in artifacts between small and large projects 220

PART Ⅳ LOOKING FORWARD 221

CHAPTER 15 Modern Project Profiles 225

FIGURE 15-1 Progress profile of a modern project 226

15.1 Continuous Integration 226

TABLE 15-1 Differences in workflow cost allocations between a conventional process and a modern process 227

15.2 Early Risk Resolution 227

15.3 Evolutionary Requirements 228

FIGURE 15-2 Risk profile of a typical modern project across its life cycle 229

15.4 Teamwork among Stakeholders 229

FIGURE 15-3 Organization of software components resulting from a modern process 230

TABLE 15-2 Results of major milestones in a modern process 231

15.5 Top 10 Software Management Principles 231

15.6 Software Management Best Practices 232

FIGURE 15-4 Balanced application of modern principles to achieve economic results 233

16.1 Next-Generation Cost Models 237

CHAPTER 16 Next-Generation Software Economics 237

FIGURE 16-1 Next-generation cost models 239

FIGURE 16-2 Differentiating potential solutions through cost estimation 240

16.2 Modern Software Economics 242

FIGURE 16-3 Automation of the construction process in next-generation environments 242

CHAPTER 17 Modern Process Transitions 247

17.1 Culture Shifts 248

17.2 Denouement 251

FIGURE 17-1 Next-generation project performance 252

PART Ⅴ CASE STUDIES AND BACKUP MATERIAL 255

APPENDIX A The State of the Practice in Software Management 259

TABLE A-1 Technologies used on software projects 260

TABLE A-2 Social factors observed on software projects 261

TABLE A-3 Factors that affect the success of software projects 262

APPENDIX B The COCOMO Cost Estimation Model 265

B.1 COCOMO 266

TABLE B-1 COCOMO project characterization parameters 267

TABLE B-2 Effort and schedule partition across conventional life-cycle phases 268

B.2 Ada COCOMO 269

TABLE B-3 Default effort allocations across COCOMO WBS activities 269

FIGURE B-1 Profile of a conventional project 270

TABLE B-4 Ada COCOMO improvements to the effort adjustment factors 272

B.3 COCOMO Ⅱ 274

FIGURE B-3 COCOMO Ⅱ estimation over a project life cycle 276

FIGURE B-2 Software estimation over a project life cycle 276

TABLE B-5 Early design model effort adjustment factors 277

TABLE B-6 COCOMO Ⅱ post-architecture model updates to Ada COCOMO and COCOMO 278

TABLE B-7 COCOMO Ⅱ process exponent parameters 281

APPENDIX C Change Metrics 283

C.1 Overview 284

C.2 Metrics Derivation 286

C.2.1 Collected Statistics 288

TABLE C-1 Definitions of collected statistics 288

TABLE C-2 End-product quality metrics 291

C.2.2 End-Product Quality Metrics 291

C.2.3 In-Progress Indicators 293

TABLE C-3 Definitions of in-progress indicators 293

FIGURE C-1 Expected trends for in-progress indicators 294

FIGURE C-2 Expectations for quality trends 295

C.3 Pragmatic Change Metrics 297

APPENDIX D CCPDS-R Case Study 299

D.1 Context for the Case Study 300

D.2 Common Subsystem Overview 301

FIGURE D-1 CCPDS-R life-cycle overview 302

D.3 Project Organization 304

D.4 Common Subsystem Product Overview 305

FIGURE D-2 Full-scale development phase project organization 306

TABLE D-1 CSCI summary 307

FIGURE D-3 Common Subsystem SAS evolution 309

D.5 Process Overview 310

FIGURE D-4 Overview of the CCPDS-R macroprocess,milestones,and schedule 311

D.5.1 Risk Management: Build Content 312

FIGURE D-5 Common Subsystem builds 313

FIGURE D-6 Basic activities sequence for an individual build 315

D.5.2 The Incremental Design Process 315

D.5.3 Component Evolution 318

TABLE D-2 A typical component evolution from creation through turnover 319

TABLE D-3 NAS CSCI metrics summary at month 10 320

D.5.4 The Incremental Test Process 321

FIGURE D-7 Incremental baseline evolution and test activity flow 322

D.5.5 DOD-STD-2167A Artifacts 323

TABLE D-4 CCPDS-R software artifacts 325

D.6 Demonstration-Based Assessment 326

TABLE D-5 Software development file evolution 326

FIGURE D-8 CCPDS-R first demonstration activities and schedule 330

D.7 Core Metrics 337

D.7.1 Development Progress 338

FIGURE D-9 Development progress summary 339

FIGURE D-10 Common Subsystem development progress 340

D.7.2 Test Progress 340

TABLE D-6 SCO characteristics for build 2 BIT testing 341

FIGURE D-11 Common Subsystem test progress 342

TABLE D-7 Requirements verification work by test type and CSCI 342

D.7.4 Modularity 343

D.7.3 Stability 343

FIGURE D-12 Common Subsystem stability 343

D.7.5 Adaptability 344

FIGURE D-13 Common Subsystem modularity 344

D.7.7 Cost/Effort Expenditures by Activity 345

D.7.6 Maturity 345

FIGURE D-14 Common Subsystem adaptability 345

TABLE D-8 Common Subsystem cost expenditures by top-level WBS element 346

FIGURE D-15 Common Subsystem maturity 346

TABLE D-9 Common Subsystem lower level WBS elements 347

D.8 Other Metrics 348

D.8.1 Software Size Evolution 348

TABLE D-10 Common Subsystem CSCI sizes 349

TABLE D-11 SLOC-to-ESLOC conversion factors 350

TABLE D-12 Common Subsystem CSCI sizes in ESLOC 352

D.8.2 Subsystem Process Improvements 352

D.8.3 SCO Resolution Profile 353

TABLE D-13 CCPDS-R subsystem changes by CSCI 354

D.8.4 CSCI Productivities and Quality Factors 354

FIGURE D-16 Common Subsystem SCO change profile 355

TABLE D-14 Common Subsystem CSCI summary 355

D.9 People Factors 356

D.9.1 Core Team 357

D.9.2 Award Fee Flowdown Plan 358

D.10 Conclusions 359

TABLE D-15 CCPDS-R technology improvements 360

APPENDIX E Process Improvement and Mapping to the CMM 363

E.1 CMM Overview 363

TABLE E-1 Industry distribution across maturity levels 364

FIGURE E-1 Project performance expectations for CMM maturity levels 365

E.2 Pragmatic Process Improvement 366

E.3 Maturity Questionnaire 367

E.4 Questions Not Asked by the Maturity Questionnaire 387

E.5 Overall Process Assessment 390

Glossary 391

References 397

Index 401