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computer science
introduction to software engineering
Software Engineering A Practitioner's Approach 7th Edition Roger Pressman - Solutions
6. A complete software configuration (documents, programs, and data) will exist upon completion of preventive maintenance.?
5. Automated tools for reengineering will facilitate some parts of the job.
4. The user now has experience with the software. Therefore, new requirements and the direction of change can be ascertained with greater ease.
3. Because a prototype of the software already exists, development productivity should be much higher than average.
2. Redesign of the software architecture (program and/or data structure), using modern design concepts, can greatly facilitate future maintenance.
1. The cost to maintain one line of source code may be 20 to 40 times the cost of initial development of that line.
What is meant by a “replacement,” or more precisely, what concept of equivalence of interfaces is relevant here?
What is a compact description of the behavioral response of the system to these actions?
What are the basic actions (e.g., keystrokes and mouse clicks) that the interface must process?
28.14. Describe five software application areas in which software safety and hazard analysis would be a major concern.
28.13. Can you think of a situation in which a high-probability, high-impact risk would not be considered as part of your RMMM plan?
28.12. Recompute the risk exposure discussed in Section 28.4.2 when cost/LOC is $16 and the probability is 60 percent.
28.11. Represent three of the risks noted in Figure 28.2 using a CTC format.
28.10. Attempt to refine three of the risks noted in Figure 28.2, and then create risk information sheets for each.
28.9. Develop a risk management strategy and specific risk management activities for three of the risks noted in Figure 28.2.
28.8. Develop a risk monitoring strategy and specific risk monitoring activities for three of the risks noted in Figure 28.2. Be sure to identify the factors that you’ll be monitoring to determine whether the risk is becoming more or less likely.
28.7. Develop a risk mitigation strategy and specific risk mitigation activities for three of the risks noted in Figure 28.2.
28.6. Describe the difference between risk components and risk drivers.
28.5. You’re the project manager for a major software company. You’ve been asked to lead a team that’s developing “next generation” word-processing software. Create a risk table for the project.
28.4. You’ve been asked to build software to support a low-cost video editing system. The system accepts digital video as input, stores the video on disk, and then allows the user to do a wide range of edits to the digitized video. The result can then be output to DVD or other media. Do a small
28.3. Add three additional questions or topics to each of the risk item checklists presented at the SEPA website.
28.2. Describe the difference between “known risks” and “predictable risks.”
28.1. Provide five examples from other fields that illustrate the problems associated with a reactive risk strategy.
11. Do all customer/user constituencies agree on the importance of the project and on the requirements for the system/product to be built?
10. Is the number of people on the project team adequate to do the job?
9. Does the project team have experience with the technology to be implemented?
8. Are project requirements stable?
7. Does the software engineering team have the right mix of skills?
6. Is the project scope stable?
5. Do end users have realistic expectations?
4. Have customers been involved fully in the definition of requirements?
3. Are requirements fully understood by the software engineering team and its customers?
2. Are end users enthusiastically committed to the project and the system/product to be built?
1. Have top software and customer managers formally committed to support the project?
27.12. Assume you are a software project manager and that you’ve been asked to compute earned value statistics for a small software project. The project has 56 planned work tasks that are estimated to require 582 person-days to complete. At the time that you’ve been asked to do the earned value
27.11. Using a scheduling tool (if available) or paper and pencil (if necessary), develop a timeline chart for the OLCRS project.
27.10. If an automated scheduling tool is available, determine the critical path for the network defined in Problem 27.9.
27.9. Define a task network for OLCRS described in Problem 27.7, or alternatively, for another software project that interests you. Be sure to show tasks and milestones and to attach effort and duration estimates to each task. If possible, use an automated scheduling tool to perform this work.
27.8. Select an appropriate task set for the OLCRS project.
27.6. The relationship between people and time is highly nonlinear. Using Putnam’s software equation (described in Section 27.2.2), develop a table that relates number of people to project 27.7. Assume that you have been contracted by a university to develop an online course registration system
27.5. Although adding people to a late software project can make it later, there are circumstances in which this is not true. Describe them.
27.4. “Communication overhead” can occur when multiple people work on a software project.The time spent communicating with others reduces individual productively (LOC/month), and the result can be less productivity for the team. Illustrate (quantitatively) how engineers who are well versed in
27.3. Is there ever a case where a software project milestone is not tied to a review? If so, provide one or more examples.
27.2. What is the difference between a macroscopic schedule and a detailed schedule? Is it possible to manage a project if only a macroscopic schedule is developed? Why?
27.1. “Unreasonable” deadlines are a fact of life in the software business. How should you proceed if you’re faced with one?
A failure by project management to recognize that the project is falling behind schedule and a lack of action to correct the problem.
Miscommunication among project staff that results in delays.
Human difficulties that could not have been foreseen in advance.
Technical difficulties that could not have been foreseen in advance.
Predictable and/or unpredictable risks that were not considered when the project commenced.
An honest underestimate of the amount of effort and/or the number of resources that will be required to do the job.
Changing customer requirements that are not reflected in schedule changes.
An unrealistic deadline established by someone outside the software team and forced on managers and practitioners.
26.12. Recompute the expected values noted for the decision tree in Figure 26.8 assuming that every branch has a 50–50 probability. Would this change your final decision?
26.11. It seems odd that cost and schedule estimates are developed during software project planning—before detailed software requirements analysis or design has been conducted. Why do you think this is done? Are there circumstances when it should not be done?
26.10. For a project team: Develop a software tool that implements each of the estimation techniques developed in this chapter.
26.9. Develop a spreadsheet model that implements one or more of the estimation techniques described in this chapter. Alternatively, acquire one or more online models for estimation from Web-based sources.
26.8. Using the results obtained in Problem 26.7, determine whether it’s reasonable to expect that the software can be built within the next six months and how many people would have to be used to get the job done.
26.7. Compare the effort estimates derived in Problems 26.4 and 26.6. What is the standard deviation, and how does it affect your degree of certainty about the estimate?
26.6. Use the software equation to estimate the lawn mowing robot software. Assume that Equation (26.4) is applicable and that P = 8000.
26.5. Use the COCOMO II model to estimate the effort required to build software for a simple ATM that produces 12 screens, 10 reports, and will require approximately 80 software components. Assume average complexity and average developer/environment maturity. Use the application composition model
26.4. Do a functional decomposition of the robot software you described in Problem 26.1.Estimate the size of each function in LOC. Assuming that your organization produces 450 LOC/pm with a burdened labor rate of $7000 per person-month, estimate the effort and cost required to build the software
26.3. Performance is an important consideration during planning. Discuss how performance can be interpreted differently depending upon the software application area.
26.2. Software project complexity is discussed briefly in Section 26.1. Develop a list of software characteristics (e.g., concurrent operation, graphical output) that affect the complexity of a project. Prioritize the list.
26.1. Assume that you are the project manager for a company that builds software for household robots. You have been contracted to build the software for a robot that mows the lawn for a homeowner. Write a statement of scope that describes the software. Be sure your statement of scope is bounded.
6. Cross-check the class-based estimate by multiplying the average number of work units per use case.
5. Multiply the total number of classes (key + support) by the average number of work units per class. Lorenz and Kidd suggest 15 to 20 person-days per class.
4. Categorize the type of interface for the application and develop a multiplier for support classes:
3. From the requirements model, determine the number of key classes (called analysis classes in Chapter 6).
2. Using the requirements model (Chapter 6), develop use cases and determine a count. Recognize that the number of use cases may change as the project progresses.
1. Develop estimates using effort decomposition, FP analysis, and any other method that is applicable for conventional applications.
6. Predicting software schedules. When effort, staffing level, and project activities are known, a draft schedule can be produced by allocating labor across software engineering activities based on recommended models for effort distribution discussed later in this chapter.
5. Predicting software cost. Given the results of step 4, costs can be computed by allocating labor rates to the project activities noted in step 2.
4. Predicting software effort. Estimation tools use one or more models (Section 26.7) that relate the size of the project deliverables to the effort required to produce them.
3. Predicting staffing levels. The number of people who will be available to do the work is specified. Because the relationship between people available and work(predicted effort) is highly nonlinear, this is an important input.
2. Selecting project activities. The appropriate process framework is selected, and the software engineering task set is specified.
1. Sizing of project deliverables. The “size” of one or more software work products is estimated. Work products include the external representation of software (e.g., screen, reports), the software itself(e.g., KLOC), functionality delivered (e.g., function points), and descriptive information
Use cases can describe complex behavior (e.g., interactions) that involve many functions and features.
Use cases do not address the complexity of the functions and features that are described.
Use cases represent an external view (the user’s view) of the software and can therefore be written at many different levels of abstraction.
Use cases are described using many different formats and styles—there is no standard form.
4. Use one or more empirical models for software cost and effort estimation.
3. Use relatively simple decomposition techniques to generate project cost and effort estimates.
2. Base estimates on similar projects that have already been completed.
1. Delay estimation until late in the project (obviously, we can achieve 100 percent accurate estimates after the project is complete!).
8. Assemble the mini-specs into a scoping document.
11. Is the code designed to be reusable?
23.4. Software for System X has 24 individual functional requirements and 14 nonfunctional requirements. What is the specificity of the requirements? The completeness?
23.5. A major information system has 1140 modules. There are 96 modules that perform control and coordination functions and 490 modules whose function depends on prior processing.The system processes approximately 220 data objects that each have an average of three attributes. There are 140 unique
23.6. A class X has 12 operations. Cyclomatic complexity has been computed for all operations in the OO system, and the average value of module complexity is 4. For class X, the complexity for operations 1 to 12 is 5, 4, 3, 3, 6, 8, 2, 2, 5, 5, 4, 4, respectively. Compute the weighted methods per
23.7. Develop a software tool that will compute cyclomatic complexity for a programming language module. You may choose the language.
23.8. Develop a small software tool that will perform a Halstead analysis on programming language source code of your choosing.
23.9. A legacy system has 940 modules. The latest release required that 90 of these modules be changed. In addition, 40 new modules were added and 12 old modules were removed.Compute the software maturity index for the system.
How must people, process, and problem be managed during a software project?
How can software metrics be used to manage a software project and the software process?
How does a software team generate reliable estimates of effort, cost, and project duration?
What techniques can be used to assess the risks that can have an impact on project success?
23.3. A system has 12 external inputs, 24 external outputs, fields 30 different external queries, manages 4 internal logical files, and interfaces with 6 different legacy systems (6 EIFs). All of these data are of average complexity and the overall system is relatively simple. Compute FP for the
23.2. Why is it that a single, all-encompassing metric cannot be developed for program complexity or program quality? Try to come up with a measure or metric from everyday life that violates the attributes of effective software metrics defined in Section 23.1.5.
12. Are conversion and installation included in the design?
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