Software Project Management Rational Unified Framework软件项目管理的统一框架.ppt

Software Project Management Walker Royce Software Project ManagementRational Unified Framework Bojana Mila?inovi? bojana@rti7020.etf.bg.ac.yu Ivanka Milenkovi? vanjaaaa@ Veljko Milutinovi? vm@etf.bg.ac.yu Part 1 Software Management RenaissanceIntroduction In the past ten years, typical goals in the software process improvement of several companies are to achieve a 2x, 3x, or 10x increase in productivity, quality, time to market, or some combination of all three, where x corresponds to how well the company does now. The funny thing is that many of these organizations have no idea what x is, in objective terms. Part 1 Software Management Renaissance Part 1Software Management RenaissanceTable of Contents (1) The Old Way (Conventional SPM) The Waterfall Model Conventional Software Management Performance Evolution of Software Economics Software Economics Pragmatic Software Cost Estimation Part 1 Software Management RenaissanceTable of Contents (2) Improving Software Economics Reducing Software Product Size Improving Software Processes Improving Team Effectiveness Improving Automation through Software Environments Achieving Required Quality Peer Inspections: A Pragmatic View The Old Way and the New The Principles of Conventional Software Engineering The Principles of Modern Software Management Transitioning to an Iterative Process The Old Way Part 1 The Old Way Software crisis “The best thing about software is its flexibility” It can be programmed to do almost anything. “The worst thing about software is also its flexibility” The “almost anything ” characteristic has made it difficult to plan, monitor, and control software development. Part 1 The Old WayThe Waterfall Model Drawbacks Protracted integration and late design breakage Late risk resolution Requirements - driven functional decomposition Adversarial stakeholder relationships Focus on document and review meetings Part 1 The Old Way Conventional Software Management Performance Fin