Description
Book SynopsisWritten from the perspective of a Technical Project Manager, this study presents a scenario for a complete shift left software development effort. It brings considerations for Test and Support as early as the Inception Stage. Based on an innovative model - Development Process Activity Cycles (DPAC) - this representation allows visualization of progress including recursive activities. The model is based on an interpretation of the Deming quality cycle of Plan Do, Check Act (PDCA). Periodic Management reports are generated using configuration management data generated during the Act phase of each iteration. There is no Test stage in the DPAC model; Test is represented in the back swing Check Phase of each iteration.
This approach allows the user or Subject Mater Expert (SME) to contemplate the face of the system through several iterations of design and development, using the triad principle (Power of Three) matching a programmer, tester and membe
Table of ContentsIntroduction. Traditional vs. Agile ApproachReview of the best known traditional models - waterfall, spiral, V -model - and alternative agile models - Scrum, SAFe, DAD, RUP/UP, DSDM, XP and introduction to DPAC
Chapter 1. The DPAC ModelPresents the DPAC Model in a static view describing the Stages and Activity Cycles in generalized form. Shows where Test is included in the model in the backswing of the PDCA overlay for each cycle. Continuous testing.1.1 Intent and purpose 1.2 Phases of the DPAC activity cycles
1.3 DPAC is inherently a “shift left” model
1.4 DPAC Embraces Agile and DevOps1.5 Activities represented in the DPAC model 1.6 Roles and responsibilities 1.7 Stages of Application Development 1.8 The objective of this model Paradigms as a hindrance to understanding 1.9 SummaryChapter 2. Why Include Support in a Development Model? Offers quotes referring to the importance of including maintenance in the development cycles. Displays statistics regarding the cost of maintenance as a part of the overall lifecycle.Every project that succeeds, even if challenged becomes a Support project. Shows the consequences of types of error. Cites the top ten software development problems from the perspective of maintenance. Building political and social capital.2.1 Statement of the Problem 2.2 To put this in terms of total cost… 2.3 Putting Support in the Equation 2.4. Freeing the statue from the stone2.5 Factors supporting code reliability2.6 Measures during development to improve software system maintainability. 2.7 Ameliorative measures 2.8 Political and Social Capital What’s Ahead
Chapter 3. InceptionStresses the importance of a Vision Statement as a project charter. The role of the charter as a first step in creating “conceptual integrity.” Introduces non-functional requirements. Planning for security including privacy concerns.3.1 Goal: Achieving Consensus
3.2 Nine Objectives
3.3 The importance of the Vision Statement
3.4 Introduction to the Traceability Matrix
3.5 Non-functional Requirements 3.6 Planning for Information Security and System Security 3.7 Privacy 3.7 Legacy data 3.8 Summary of Security requirements 3.9 Identification of security requirements is initiated in the Inception Stage
Summary
Chapter 4. ElaborationThe goal of Elaboration is to create an overall process model that will serve as a Functional Requirements Specification (FRS), the second step in preserving conceptual integrity. The FRS forms the basis of level of effort and cost estimation.Outlines the role of the system architecture and the system backbone. Introduces the Configuration Management Database (CMDB) and the Traceability Matrix.4.1 The goal of the Elaboration Stage4.2 Objectives 4.3 Activities during Elaboration4.4 Ongoing Activities4.5 Implement Quality Engineering Plan4.6 Additional responsibilities:4.7 Data Flow Diagrams (DFD)4.8 Functional Requirements Specification (FRS)4.9 Design Review4.10 Following design approval4.11 Determine staffing, roles and responsibilities. 4.12 Rules of the Road (staffing)4.13 Design, develop and document the system architecture
4.14 Demonstrate an operating backbone4.15 Application Design Requirements
4.16 Introduction to Configuration Management Data Base (CMDB)4.17 The CMDB includes tools4.18 The Traceability Matrix4.19 On Joint Application Development (JAD)
4.20 On Workshops (in general)
Chapter 5 ConstructionDescribes activities in the Process Detail and Unit Development Cycles. Introduces the practice of iterative development. Includes measures to assure the quality of the code as developed. Technical review subcycle. The triad principle.5.1 Process Detail Cycle5.1.1 Approach
5.1.2 Phases
5.1.3 Roles and responsibilities
5.1.4 Business Rules Definition
5.1.5 Form of Business Rules
5.1.6 Business rule review
5.1.7 Summation
5.2 Unit Development Cycle 5.2.1 Overview
5.2.2 Changing requirements
5.2.3 Processing Change Reports (CRpt)
5.2.4 Configuration Management
5.2.5 Advancement
5.2.6 Unit development
5.3 “Mechanical” tests
5.4 Test plans
5.5 Iterative development
5.6 Code check
5.7 Technical review sub-cycle
5.8 Refactoring, Test driven development (TDD)
5.9 True to requirements
5.10 User review
5.11 Regarding tools
5.12 Automated testing
5.13 Power of three 5.14 Staffing 5.15 Summation
Chapter 6. Assembly“Service” assembly and system assembly. Continuous Integration and Continuous Delivery. Role of the agile DBA. Role of automation.6.1 Definitions
6.2 Service Assembly6.3 Continuous Integration and Continuous Deployment
6.4 When to use Automation tools6.5 Automation is suited to following types
6.6 Roles and Responsibilities
6.7 Systems of Record (SOR) and Systems of Engagement (SOE) 6.8 Test Data Management 6.9 The Agile DBA6.10 DevOps and the Database
6.11 Staffing
Chapter 7. EvolutionSupport defined. Bureaucratic impediments. Types of support. Limited understanding. Lehman’s Laws. Software Support Lifecycle (SMLC). Tribal knowledge.7.1 Support Defined
7.2 Processes, activities, and practices that are applicable to software Support:
7.3 About software Support
7.4 Support Personnel
7.5 Error Correction7.6 Bureaucratic Impediments
7.7 On the difficulty of correcting an error during Support:
7.8 Types of Support
7.9 Another View
7.10 Software Support Effort
7.11 Limited Understanding
7.12 Technical Problems
7.13 Forces for evolution7.14 Lehman’s Laws
7.15 Model of the Software Support Lifecycle (SMLC) 7.16 The importance of ‘Tribal Knowledge’Chapter 8. Risk ManagementA personal accounting of risks encountered in 35 years of software development. “Man month” is a unit of cost, not progress. 8.1 General Mayhem 8.2 Loss of Key Personnel - Missing a window of opportunity 8.3 Software Development always has a political dimension 8.4. Unrealistic Expectations. 8.5 Lack of a competent Project “Champion.” 8.6 Missing Man 8.7 Keep documentation up to date. 8.8 Missing Tools - Loss of “Tribal Knowledge.” 8.9 Missing Overview. 8.10 Lack of Quality Engineering measures 8.11 Lack of proper tools. 8.12 Over optimistic level of effort 8.13 “Man Month” is a unit of cost, not progress. 8.14 No tool alone will “fix” gaps in the business model 8.15 Learning what a tool does NOT do
8.16 Lack of appropriate skills
8.17 “Round Up the Usual Suspects!” 8.18 Necessary elements
Chapter 9. Engineering Software QualitySoftware quality defined. Sofwware quality assurance (SQA) Configuration management. Test - continuous testing. Test driven development (TDD). The sum and intent of Software Quality Engineering.Software Quality defined9.1 Software Quality Assurance (SQA) 9.1.1 Ongoing Documentation 9.1.2 Data Flow Diagram (DFD)9.2 Configuration Management (CM) 9.2.1 Identification of Configuration Items 9.2.2 CMDB 9.2.3 Change Reports (CRpt) and Discrepancy Reports (DR)
9.2.4 The Hardware Configuration Inventory (HWCI) 9.2.5 Change Control 9.2.6 Status Accounting
9.3 Test 9.3.1 Test Driven Development (TDD) 9.3.2 Perform Test 9.3.3 Audits9.4 Data Related Quality Engineering 9.4.1 Conversion Plan9.5 Software Quality Engineering for Programming 9.6 The Sum and Intent of Software Quality Engineering
Chapter 10. Final Remarks tbd
Appendix 1. Attributes of Quality: International Organization for Standardization (ISO)Appendix 2. Summary of Standards, Guidelines and Procedures
Appendix 3. Data Flow Diagramming: Symbols and Rules, An example
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