Sqa Unit5 2marks

7/30/2019 Sqa Unit5 2marks

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CHAPTER 20 PROJECT PROGRESS CONTROL

1. What are the three basic SQA management tools?

Software quality metrics

Project progress control

Software quality costs

2. Explain progress control of internal projects and external participants.

Internal projects, such as those undertaken for other departments or

projects dealing with software packages for the general software

market, exclude, by definition, the option of external customers. These

projects thus tend to occupy a lower place among managements

priorities.

External participants include subcontractors, suppliers of COTS

software and reused software modules and, in some cases, the

customer himself. The more sizeable and complex the project, the

greater the likelihood that external participants will be required, and

the larger the proportion of work allocated to them.

3. List the components of managements control of project progress.

There are four main components of project progress control.

Management is expected to intervene and contribute to arriving at

solutions in extreme casessuch as:

Control of risk management activities

Project schedule control

Project resource control

Project budget control


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4. Explain the implementation issues associated with project progress control

The implementation of project progress control requires:

Person or management unit responsible for progress control.

Frequency of progress reports required from the various project management levels.

Situations where project leaders are required to report immediately to management

Situations where lower-level management is required to report immediately to upper-

level management.

5. What are the main budget items in project budget control?

Human resources

Development and testing facilities Purchase of COTS software

Purchase of hardware

Payment to subcontractors

6. Explain control of risk management activities.

Control of risk management activities refers to actions taken with

respect to software risk items identified in the contract review and

project plan documents as well as to risk items identified later, during

the projects progress. In practice, the software development team

attempts to reduce risk by applying systematic risk management

activities. Management controls these efforts through review of

periodic reports and evaluation of progress information. Lists of

software risk items by category and their planned solution dates, Lists

of exceptions of software risk items are the main objective for control

of risk management activities.

7. Give some examples of project schedule control.

Classified lists of delayed activities.


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Classified lists of delays of critical activities delays that can, if not

corrected, affect the projects completion date.

Updated activity schedules generated according to progress reports

and correction measures applied for teams, development units, etc.

Classified lists of delayed milestones.

Updated milestone schedules generated according to progress reports

and applied correction measures for teams, development units, etc.

8. Define project schedule control

Project schedule control deals with compliance with the projects approved and

contractual timetables. Follow-up is based on milestones in addition to periodic reports,

which together enable identification of delays in completion of planned activities.

9. Define project resource control

Project resource control focuses on professional human resources; it also deals with

software development and testing facilities, typically required by real-time software

systems and firmware.

10. Explain project budget control.

Project budget control is based on comparison of actual with scheduled costs. Budget

control requires input transmitted by milestone as well as periodic reports. These reports

permit early identification of the budget overruns that affect project profitability.

Ignorance of the other components of progress control is expected to substantially reduce

the effectiveness of project progress control.

CHAPTER 22 COSTS OF SOFTWARE QUALITY

11. Explain the objectives of cost of software quality measurements


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The objectives of cost of software quality measurements relate to management relate to

management interventions on the basis of economic data.

To control the costs associated with error prevention and detection of errors

To evaluate the extent of economic damages of software failures and prevention and

appraisal costs as a basis for revising and updating the SQA budge

To facilitate economic evaluation of planned increases or decreases in SQA activities or

investment in new or updated SQA infrastructure based on past economic performance.

12. Compare the classic software quality costs model with the extended model.

The classic model for quality costs delivered by Feigenbaum and others in the early 1950

presents a general concept that classifies manufacturing quality costs into two classes:costs of control (prevention costs and appraisal costs) and costs of failure of control

(internal failure costs and external failure costs). The extended model expands the scope

of the classic model by introducing factors related to managements contribution to

project success and failure. The subclasses added are managerial preparation and control

costs (a third subclass to the costs of control class), and managerial failure costs (a third

subclass to the costs of failure of control class).

13. Justify the formulation of a unique quality cost model for software development.

The need for the extended cost of software quality model, unique to the software

industry, is justified by its inclusion of managerial quality costs. While managerial costs

i.e., managerial preparation and control costs and managerial failure costs as a

proportion of quality costs are usually negligible in manufacturing, they may be quite

considerable in software development. The extent of losses incurred by managements

erroneous actions and decisions or by its failure to act on time can be colossal. Also, as

preparations and progress control involve much effort, the associated costs are very high.

14. Describe the implementation of a cost of software quality system.

Implementation of a cost of software quality system in an organization requires:


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Delineation of the cost of software quality model for the particular organization, with

each quality cost item related to one of the models cost subclasses.

Determination of the method of cost data collection for each cost item.

Institution of the planned cost of software quality system, including follow-upprocedures.

Taking actions on the basis of the cost models findings.

15. Explain the two general classes for classic model of cost of software quality.

The two classes for classic model of cost of software quality are:

Costs of control include costs that are spent to prevent and detect software errors in

order to reduce them to an accepted level.

Costs of failure of control include costs of failures that occurred because of failure to

prevent and detect software errors. The model further subdivides these into subclasses.

16. Compare prevention costs and appraisal costs.

Prevention costs include investments in quality infrastructure and quality activities that

are not directed to a specific project or system, being general to the organization.

Appraisal costs include the costs of activities performed for a specific project or software

system for the purpose of detecting software errors.

17. What are the failures of control costs?

Failures of control costs are further classified into internal failure costs

and external failure costs:

Internal failure costs include costs of correcting errors that have been

detected by design reviews, software tests and acceptance tests and

completed before the software is installed at customer sites.

External failure costs include all costs of correcting failures detected by

customers or the maintenance team after the software system has

been installed .


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18. What are the typical preventive costs?

Investments in development of new or improved SQA infrastructure

components or, alternatively, regular updating of those components:

Procedures and work instructions.

Support devices: templates, checklists, etc.

Software configuration management system.

Software quality metrics.

Regular implementation of SQA preventive activities:

Instruction of new employees in SQA subjects and procedures related to their

positions.

Instruction of employees in new and updated SQA subjects and procedures.

Certification of employees for positions that require special certification.

Consultations on SQA issues provided to team leaders and others.

Control of the SQA system through performance of:

Internal quality reviews

Management quality reviews

External quality audits by customers and SQA system

certification organizations

19. What are the typical appraisal costs?

Reviews:

Formal design reviews (DRs)

Peer reviews (inspections and walkthroughs)

Expert reviews.

Costs of software testing:

Unit tests

Integration tests

Software system tests

Acceptance tests


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Costs of assuring quality of external participants, primarily by means of

design reviews and software testing. These activities are applied to the

activities performed by:

Subcontractors

Suppliers of COTS software systems and reusable software

modules

The customer as a participant in performing the project.

20. What are the typical costs of internal failures?

The typical costs of internal failures are:

Costs of redesign or design corrections subsequent to design review

and test findings

Costs of re-programming or correcting programs in response to test

findings

Costs of repeated design review and re-testing

21. What are the typical costs of external failures?

The typical costs of internal failures are:

Resolution of customer complaints during the warranty period.

Correction of software bugs detected during regular operation.

Correction of software failures after the warranty period is over even if the correction is

not covered by the warranty.

Damages paid to customers in case of a severe software failure detected during regular

operation.

Reimbursement of customers purchase costs, including handling, in case of total

dissatisfaction.

Insurance against customers claims in case of severe software failure.

22. Explain extended cost of software quality model and also its general classes.


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The extended cost of software quality model extends the classic model to include

managements contributions to the total cost of software quality. According to the

extended model, two subclasses are added to complete the models coverage:

Managerial preparation and control costs

Managerial failure costs

23. What does typical managerial preparation and control

costs include?

The typical managerial preparation and control costs include:

Costs of carrying out contract reviews (proposal draft and contract

draft reviews)

Costs of preparing project plans, including quality plans and their

review.

Costs of periodic updating of project and quality plans.

Costs of performing regular progress control of internal software

development efforts.

Costs of performing regular progress control of external participants

contributions to the project.

24. Explain the standard and unique problems involved in

implementing a cost of software quality system.

The standard difficulties that affect accuracy and completeness of

quality cost data are:

Inaccurate and incomplete identification and classification of quality

costs

Negligent reporting

Human tendency for biased reporting, especially of internal and

external costs

Biased external failure cost records due to indirect if not

camouflaged compensation of customers that is not officially

recorded as external failure costs


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Typical difficulties in collecting quality costs on managerial preparation

and control costs include:

Segmentation of contract review and progress control activities into

several short and disconnected activities, which interferes with

accurate reporting of time invested.

Many senior staff members are not required to report their use of time

resources.

25. Explain Domino effect.

Domino effect: damages to other projects performed by the same

teams involved in the delayed projects. These damages should be

considered managerial failure costs of the original project, whose

scheduling problems interfered with the progress of other projects.

26. Explain managerial failure costs.

Unplanned costs for professional and other resources, resulting from

underestimation of the resources upon which the submitted proposals

are based.

Damages paid to customers as compensation for late completion of the

project, a result of the unrealistic schedule presented in the companys

proposal.

Damages paid to customers as compensation for late completion of the

project, a result of managements failure to recruit sufficient and

appropriate team members.

Domino effect: damages to other projects performed by the same

teams involved in the delayed projects. These damages should be

considered managerial failure costs of the original project, whose

scheduling problems interfered with progress of other projects.


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27. What are the applications for cost of software quality

system?

The applications for cost of software quality system are:

Definition of a cost of software quality model and array of cost items

specifically for the organization, department, team or project.

Definition of the method of data collection.

Application of a cost of software quality system, including thorough

follow-up.

Actions to be taken in response to the findings produced.

28. Describe the implementation of a cost of software quality

system.

The implementation of a cost of software quality system are:

Assigning responsibility for reporting and collecting quality cost data.

Instruction of the team in the logic and procedures of the new system.

Follow-up:

Support for solving implementation problems and providing

supplementary information when needed Review of cost reporting, proper classification and recording

Review of the completeness and accuracy of reports

Updating and revising the definitions of the cost items together with

the reporting and collecting methods, based on feedback.

29. List the problems in the application of cost of software

quality metrics.The problems in the application of cost of software quality metrics are:

Inaccurate and/or incomplete identification and classification of quality

costs.

Negligent reporting by team members and others.


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Biased reporting of software costs, especially of censored internal

and external costs.

Biased recording of external failure costs due to indirect if not

camouflaged compensation of customers for failures.

30. List the problems on managerial preparation and control

costs.

Contract review and progress control activities are performed in many

cases in a part-time mode, and in addition they are subdivided into

several disconnected activities of short duration.

Many participants in these activities are senior staff members who are

not required to report use of their time resources.

CHAPTER 23 QUALITY MANAGEMENT STANDARDS

31. List the scope of quality management standards.

The scope of certification standards is determined by the aims of

certification, which are:

Enable a software development organization to demonstrate consistent

ability to assure that its software products or maintenance services

comply with acceptable quality requirements.

Serve as an agreed basis for customer and supplier evaluation of the

suppliers quality management system.

Support the software development organizations efforts to improve

quality management system performance


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The scope of assessment standards is determined by the aims of

assessment, which are to:

Serve software development and maintenance organizations as a tool

for self-assessment of their ability to carry out software development

projects.

Serve as a tool for improvement of development and maintenance

processes.

Help purchasing organizations determine the capabilities of potential

suppliers.

Guide training of assessors by delineating qualifications and training

program curricula.

32. What are the ISO 9000-3 requirements?

Quality management system

Management responsibilities

Resource management

Product realization

Management, analysis and improvement.

33. What is TickIT initiative?

TickIT was launched in the late 1980s by the UK software industry in

cooperation with the UK Department for Trade and Industry to promote

development of a methodology for adapting ISO 9001 to the

characteristics of the software industry known as the TickIT initiative.

TickIT is currently authorized to accredit other organizations as

certification bodies for the software industry in the UK.

34. What does TickIT initiative include?

Publication of the TickIT Guide, that supports the software industrys

efforts to spread ISO 9001 certification. The current guide which


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includes references to ISO/IEC 12207 and ISO/IEC 15504, is distributed

to all TickIT customers.

Performance of audit-based assessments of software quality systems

and consultation to organizations on improvement of software

development and maintenance processes in addition to their

management.

Conduct of ISO 9000 certification audits.

35. How are the certification audits carried out in two stages?

Review of the quality manual and SQA procedures developed by the

organization.

Verification audits of compliance with the requirements defined by the

organization in its quality manual and SQA procedures.

36. What are the three CMMI models?

TheSEI could offer the 1.1 version of three CMMI models such as:

CMMI-SE/SW integrates the system engineering and software

engineering .

CMMI-SE/SW/IPPD/SS integrates system engineering, software

engineering and integrated product/process and supplier sourcing

engineering aspects.

CMMI-SE/SW/IPPD integrates system engineering, software, integrated

product/process and supplier sourcing aspects.

37. Explain the Bootstrap methodology.

The Bootstrap methodology measures the maturity of an organization

and its projects on the basis of 31 quality attributes grouped into three

classes: process, organization and technology.

Access to the Bootstrap methodology for assessment and

improvement of software development processes. The Institute

constantly updates and improves its methodology.


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Training and accreditation of assessors.

Access to the Bootstrap database.

38. Describe the principles that guided the developers ofISO/IEC 15504.

Harmonization of independent assessment methodologies by providing

a conceptual framework based on what, not how.

Universality of applicability to all or almost all categories of software

suppliers and customer organizations as well as software categories.

Professionalism

Worldwide acceptance.

39. What does ISO/IEC 15504 composed of?

The model is composed of:

Capability levels and process attribute requirements for each level

An achievement grade scale for process attributes

Accumulative achievement requirements for each capability level.

40. Describe the principles embodied in the Capability Maturity Model (CMM).

Application of more highly elaborated software quality management methods increases

the organizations capability to control quality and improve software process

productivity.

Application of the five levels of the CMM enables the organization to evaluate its

achievements and determine what additional efforts are needed to reach the next

capability level. Process areas are generic, with the model defining what and leaving the how to the

implementing organizations, i.e., the choice of life cycle model, design methodology,

software development tool, programming language and documentation standard.

41. Describe the ISO 9000-3 certification process.


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To acquire ISO 9000-3 certification, organizations must:

Plan the organizations activities for gaining certification

Develop the organizations SQA system, including procedures

Obtain approval of procedures by the certifying organization

Implement the organizations SQA system

Undergo certification audits of actual performance of the SQA system.

42. Describe the general principles underlying quality management according to ISO

9000-3.

Customer focus understanding a customers current and future needs

Leadership exercised in the creation and maintenance of a positive internal environment

in order to achieve the organizations objectives

Involvement of people at all levels to further organizational goals

Process approach activities and related resources perceived and managed as a process

Systems approach to management managing processes as a system

Continual improvement of the organizations overall performance

Factual approach to decision-making decisions based on the analysis of data and

information

Mutually beneficial supplier relationships emphasis on coordination and cooperation.

43. Describe the contributions made by the use of standards.

Provision of superior professional methodologies for use in the development process and

for its management

Provision of SQA certification services based on independent professional quality audits

Provision of tools for self-assessment of achievements in planning and operating an

organizations SQA system.

The major choices of ISA are a stack, an accumulator, or a set of registers.

44. Explain the benefits of the use of SQA standards.

The ability to make use of the most sophisticated and comprehensive professional


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methodologies and procedures.

Better understanding and cooperation between users of the same standards:

Between team members and between project teams

Between software developers and external participants in the project

Between suppliers and customers.

45. What are the capability levels in ISO/IEC 15504 assessment model?

Level 0: Incomplete

Level 1: Performed process

Level 2: Managed process.

Level 3: Established process

Level 4: Predictable process

Level 5: Optimizing process.

46. List the goals of ISO/IEC 15504 trials.

The SPICE project management planned a large-scale trial of the ISO/IEC 15504

technical report version to facilitate its transformation into an effective standard. The

trials had three goals:

To validate the models conformity with current standards

To verify its usability in determining whether software satisfies user requirements

To gain experience in applying the model.

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Sqa Unit5 2marks