Practical Software Process Improvement by Robert Fantina

By Robert Fantina

This specific source deals sensible how-to information on software program method development. This booklet offers transparent implementation steps which are designed to have a hugely confident influence on even the main demanding initiatives.

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1 Responsibility for Requirements Is Assigned During your interviews, you probably discovered who is generally responsible for requirements. This must be viewed clearly: we are not referring to the requestor, the individual, or group who has asked for a new product, service, or functionality. Often that is personnel from the marketing group, who will probably not document their requirements. The person responsible for requirements may be a business analyst, an individual who is responsible for meeting with marketing (in this example); clarifying the functionality, service, or product being requested; and documenting that into something from which a design can be created, code can be written, and test cases can be fashioned.

Document a method of tracking the actual schedule (task, phase, and other milestone completion) against the estimate. 5 Risk assessments are not performed. Identified risks are tracked. Document a method of performing a risk assessment and periodically updating it. 6 Changes to the plan are made informally, to accommodate the realities of the work. Changes to the project plan are made according to a documented procedure. Establish and document a means of reviewing changes to commitments and obtaining buy in.

The solution to this conflict must be determined according to the needs of your organization. We now move to the second item in the list. 2 A Standard, Tailorable Format for All Project Plans Is Established and Documented Many people think of a project schedule as a project plan. A project schedule is only a component of a project plan. The following is a list of typical project plan components: ◆ Charter: “A document issued by senior management that provides the project manager with the authority to apply organizational resources to project activities” [4].

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