线上购物系统将非功能性需求分解为可测试之需求.ppt

20 PEOPLE, 190 CHANNELS! 2 people, 1 channel 3 people, 3 channels 4 people, 6 channels 5 people, 10 channels N=n(n-1) 2 Communication Paths Fallacious Thought: Man-Month The Mythical Man Month Man-Month: A Scenario Suppose a task is estimated at 12 man-months and is assigned to 3 men for 4 months. There are measurable mileposts A, B, C, D which are scheduled at the end of each month. Now suppose the first milepost is not reached until two months have passed. Scenario: Man-Month: A Scenario Assume that the task must be done on time. Assume that only the first part of the task was misestimated. 9 man-months of effort and 2 month remain. So, 9/2 = 4.5 men will be needed. Add 2 men to the 3 assigned. Alternative 1: Man-Month: A Scenario Assume that the task must be done on time. Assume that the whole estimate was uniformly low. We have 18 man-months of effort and 2 months remain. So, 18/2 = 9 men will be needed. Add 6 men to the 3 assigned. Alternative 2: Man-Month: A Scenario Reschedule Allow enough time in the new schedule To ensure that the work can be carefully and thoroughly done, and that rescheduling will not have to be done again. Alternative 3: Man-Month: A Scenario Trim the job This tends to happen in practice. The manager’s only alternatives are to trim it formally and carefully, to reschedule, or to watch the task get silently trimmed by hasty design and incomplete testing. Alternative 4: Demythologizing Man-Month For the first alternative. The 2 new men will require training in the task by one of the experienced men. If it takes 1 month, then 3 man-months not in the original estimate will be added. 9 [remain effort] +3 [added burden] – 5 [5 men effort for 3rd month] = 7 [man-month remain] Similarly, the project will be even further delayed for the alternative 2 * There is a minimum time that a project should take and it can not be reduced further by employing more people to work on that. Software projects have differe