第一章软件和软件工程.pptVIP

*;什么是软件?;Late 1950’s:;Early 1960s: Very few large software projects were done by some experts.; 这个项目的负责人F. D. Brooks事后总结了他在组织开发过程中的沉痛教训时说：“正像一只逃亡的野兽落到泥潭中做垂死的挣扎，越是挣扎，陷得越深，最后无法逃脱灭顶的灾难。程序设计工作正像这样一个泥潭，一批批程序员被迫在泥潭中拼命挣扎，谁也没有料到问题竟会陷入这样的困境”。IBM360操作系统的历史教训成为软件开发项目的典型事例为人们所记取。;⑴ 项目没有被很好地理解；计划不周，最终导致进度拖延。;His boss gave him the appropriate manuals and a verbal description of what had to be done. He was informed that the project must be completed in two months. He read the manuals, considered his approach, and began writing code. After two weeks, the boss called him into his office and asked how things were going. “Really great,” said the young engineer with youthful enthusiasm, “This was much simpler than I thought. I’m probably close to 75 percent finished.” The boss smiled. “That’s really terrific,” he said. He then told the young engineer to keep up the good work and plan to meet again in a week’s time.;A week later the boss called the engineer into his office and asked, “Where are we?” “Everything’s going well,” said the youngster, “but I’ve run into a few small snags. I’ll get them ironed out and be back on track soon.” “How does the deadline look?” the boss asked. “No problem,” said the engineer. “I’m close to 90 percent complete.” If you’ve been working in the software world for more than a few years, you can finish the story. It’ll come as no surprise that the young engineer stayed 90 percent complete for the entire project duration and only finished (with the help of others) one month late. ;例2： In the early 1980s, the United States’ Internal Revenue Service (IRS) hired Sperry Corporation to build an automated federal income tax form processing system. According to the Washington Post, the “system has proved inadequate to the workload, cost nearly twice what was expected and must be replaced soon” (Sawyer 1985). In 1985, an extra $90 million was needed to enhance the original $103 million worth of Sperry equipment. In addition, because the pr