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software testing and quality assurance
Software Engineering A Practitioner's Approach Software Engineering A Practitioner's Approach 8th Edition Roger Pressman - Solutions
=+35.11. Represent three of the risks noted in Figure 35.2 using a CTC format.
=+31.9. You have been appointed a software project manager for a company that services the genetic engineering world. Your job is to manage the development of a new software prod-
=+35.10. Attempt to refine three of the risks noted in Figure 35.2, and then create risk infor-mation sheets for each.
=+35.9. Develop a risk management strategy and specific risk management activities for three of the risks noted in Figure 35.2.
=+10. Is the number of people on the project team adequate to do the job?
=+What is the road ahead for software engineers?
=+31.11. Do a first-level functional decomposition of the page layout function discussed briefly in Section 31.3.2.
=+31.5. Review a copy of Weinberg's book [ Wei861, and write a two- or three-page summary of the issues that should be considered in applying the MOI model
=+31.4. The decisions made by senior management can have a significant impact on the ettec-tiveness of a software engineering team. Provide five examples to illustrate that this is true.
=+31.3. Describe three real-life situations in which the customer and the end user are the same. Describe three situations in which they are different.
=+Your instructor will assign you one KPA for analysis and summary.
=+31.2. The Software Engineering Institute's People Capability Maturity Model (People-CMM)takes an organized look at "key practice areas" (KP As) that cultivate good software people.
=+32.13. A software team delivers a software increment to end users. The users uncover eight defects during the first month of use. Prior to delivery, the software team found 242 errors during formal technical reviews and all testing tasks. What is the overall DRE for the project after one month's
=+31.1. Based on information contained in this chapter and your own experience, develop"10 commandments" for empowering software engineers. That is, make a list of 10 guide-lines that will lead to software people who work to their full potential.
=+software project. The questions noted provide you and your team with an excel-lent planning outline.
=+31.6. You have been appointed a project manager within an information systems organiza-tion. Your job is to build an application that is quite similar to others your team has built,
=+although this one is larger and more complex. Requirements have been thoroughly docu-mented by the customer. What team structure would you choose and why? What software process model(s) would you choose and why?
=+31.7. You have been appointed a project manager for a small software products company.Your job is to build a breakthrough product that combines virtual reality hardware with state-of-the-art software. Because competition for the home entertainment market is in-tense, there is significant pressure
=+31.10. You have been asked to develop a small application that analyzes each course offered by a university and reports the average grade obtained in the course (for a given term). Write a statement of scope that bounds this problem.
=+What software process model(s) would you choose and why?
=+uct that will accelerate the pace of gene typing. The work is R&D oriented, but the goal is to produce a product within the next year. What team structure would you choose and why?
=+Do customer change requests contain the information we require to ade-quately evaluate the change and then implement it in a timely manner?
=+word-processing software. Because competition is intense, tight deadlines have been es-tablished and announced. What team structure would you choose and why? What software process model(s) would you choose and why?
=+31.8. You have been appointed a project manager for a major software products company.Your job is to manage the development of the next-generation version of its widely used
=+What software process model(s) would you choose and why?
=+What team structure would you choose and why?
=+by developing estimates (Chapter 33) based on answers to earlier questions.Boehm's WeHH principle is applicable regardless of the size or complexity of a
=+How much of each resource is needed? The answer to this question is derived
=+What data objects are required for input?Function and performance.
=+Information objectives. What customer-visible data objects are produced as output from the software?
=+Context. How does the software to be built fit into a larger system, prod-uct, or business context, and what constraints are imposed as a result of the context?
=+How large is the change request backlog?
=+Is our response time for fixing bugs acceptable based on customer need?
=+Is our change control process (Chapter 29) followed?
=+· Are high-priority changes implemented in a timely manner?
=+32.1. Describe the difference between process and project metrics in your own words.
=+ What function does the software perform to transform input data into output?
=+ Are any special performance character-istics to be addressed?
=+Why is the system being developed?
=+How will the job be done technically and managerially? Once product scope is established, a management and technical strategy for the project must be defined.
=+side within software practitioners. The customer, users, and other stakeholders also have responsibilities.
=+Where are they located organizationally? Not all roles and responsibilities re-
=+Who is responsible for a function? The role and responsibility of each member of the software team is defined.
=+when project tasks are to be conducted and when milestones are to be reached.
=+When will it be done? The team establishes a project schedule by identifying
=+What will be done? The task set required for the project is defined.
=+All stakeholders should assess the valid-ity of business reasons for the software work. Does the business purpose justify the expenditure of people, time, and money?
=+32.2. Why should some software metrics be kept "private"? Provide examples of three met-rics that should be private. Provide examples of three metrics that should be public.
=+9. Does the project team have experience with the technology to be implemented?
=+. Are the people who must perform the activity identified by role?
=+37.5. Assessment is analogous to an annual physical exam. Using a physical exam as a met-aphor, describe the SPI assessment activity.
=+37.6. What is the difference between an "as is" process, a "here to there" process, and a "to be" process?
=+37.7. How is risk management applied within the context of SPI?
=+37.8. Select one of the critical success factors noted in Section 37.2.7. Do some research and
=+write a brief paper on how it can be achieved.
=+37.9. Do some research and explain how the CMMI differs from its predecessor, the CMM.
=+37.10. Select one of the SPI frameworks discussed in Section 37.5, and write a brief paper describing it in more detail.
=+38.1. Get a copy of the best-selling book The Tipping Point by Malcolm Gladwell (available via Google Book Search), and discuss how his theories apply to the adoption of new software. engineering technologies.
=+oping software. Is SPI for you? Explain your answer.
=+37.4. You work for a very small software organization-only 11 people are involved in devel-
=+bution for software organizations in the United States and worldwide.
=+Have entry and exit criteria been established?
=+Have metrics for the activity been established?
=+· Are tools available to support the activity?
=+Is there an explicit training program that addresses the activity?
=+. Is the activity performed uniformly for all projects?
=+37.1. Why is it that software organizations often struggle when they embark on an effort to improve local software process?
=+37.2. Describe the concept of "process maturity" in your own words.
=+34.8. Select an appropriate task set for the OLCRS project.
=+38.2. Why does open-world software present a challenge to conventional software engineer-ingapproaches?
=+38.3. Review the Gartner Group's hype cycle for emerging technologies. Select a well-known
=+32.9. The software used to control a photocopier requires 32,000 lines of C and 4,200 lines of Smalltalk. Estimate the number of function points for the software inside the copier.
=+ring to the table, discuss why C++ would present a better alternative than C.
=+32.8. Using the table presented in Section 32.2.3. make an argument against the use of as-sembler language based on the functionality delivered per statement of code. Again refer-
=+32.7. Compute the function point value for a project with the following information domain characteristics:Number of user inputs: 32 Number of user outputs: 60 Number of user inquiries: 24 Number of files: 8 Number of external interfaces: 2 Assume that all complexity adjustment values are
=+your case hold up when dozens or hundreds of projects are considered?
=+32.6. Present an argument against lines of code as a measure for software productivity. Will
=+would you propose to help in making the determination? What historical data might be useful?
=+32.5. Team A found 342 errors during the software engineering process prior to release.Team B found 184 errors. What additional measures would have to be made for projects A and B to determine which of the teams eliminated errors more efficiently? What metrics
=+38.10. Describe model-driven software development in your own words. Do the same for test-driven development.
=+requirements specification for a large system. The first editing pass must be completed in three days. Describe the ideal online tool set that would enable you to collaborate effectively
=+38.9. You're based in Los Angeles and are working on a global software engineering team.You and colleagues in London, Mumbai, Hong Kong, and Sydney must edit a 245-page
=+technology product and present a brief history that illustrates how it traveled along the curve. Select another well-known technology product that did not follow the path suggested by the hype curve.
=+38.4. What is a "soft trend"?
=+38.5. You're faced with an extremely complex problem that will require a lengthy solution.
=+How would you go about addressing the complexity and crafting a solution?
=+38.6. What are "emergent requirements" and why do they present a challenge to software engineers?
=+38.7. Select an open-source development effort (other than Linux), and present a brief his-
=+tory of its evolution and relative success.
=+38.8. Describe how you think the software process will change over the next decade.
=+37.3. Do some research (check the SEI website) and determine the process maturity distri-
=+· Are the work tasks to be performed clearly described?
=+8. Are project requirements stable?
=+effort and duration estimates to each task. If possible, use an automated scheduling tool to perform this work.
=+34.9. Define a task network for OLCRS described in Problem 34.7, or alternatively, for an-other software project that interests you. Be sure to show tasks and milestones and to attach
=+you with a set of preliminary requirements for the system.) Using the estimation methods discussed in Chapter 33, develop an effort and duration estimate for OLCRS. Suggest how you would:a. Define parallel work activities during the OLCRS project.b. Distribute effort throughout the project.c.
=+34.7. Assume that you have been contracted by a university to develop an online course reg-istration system (OLCRS). First, act as the customer (if you're a student, that should be easy)and specify the characteristics of a good system. (Alternatively, your instructor will provide
=+34.6. The relationship between people and time is highly nonlinear. Using Putnam's soft-ware equation (described in Section 34.2.2), develop a table that relates number of people to project duration for a software project requiring 50,000 LOC and 15 person-years of effort(the productivity
=+34.5. Although adding people to a late software project can make it later, there are circum-stances in which this is not true. Describe them.
=+engineers who are well versed in good software engineering practices and use technical reviews can increase the production rate ofa team (when compared to the sum ofindividual production rates). Hint: You can assume that reviews reduce rework and that rework can account for 20 to 40 percent of a
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