CS - 615 || Software Project Management || Quiz No 2 Solved 2020 || Vicky Lab

Solution File:

Quality Assurance Management 

⇒ Definition 

According to American Heritage Dictionary, quality is defined as "an inherent or distinguishing characteristic or a property".  

The distinguishing characteristics of a software product are the cyclomatic complexity, cohesion, function points, and lines of code. These characteristics of a software product define the quality of the product. 

• The US DOD (1988) defines software quality rather simply as:  

– The ability of a software product to satisfy its specified requirements.  

• The British Standards Institution (1986) has stated that: 

– “Quality is in the eye of the beholder, a matter, of the client's judgment.” 

⇒ Quality Standards and Procedures  

The quality of software is said to be high if it meets the standards and procedures, defined for the product. Standards are criteria to which the products are compared. For example, there may be standards that govern the quality review process.  

Documentation standard design standard and code standard are the three types of standards that software projects usually follow.  

Documentation standard specifies the form and content for planning, control, and product documentation. Design standards provide rules and methods for translating the software requirements into software design. The design standards are specified in the form and content of the product design.  

Unlike documentation standard, code standard defines the language in which code should be written. The standard clearly mentions the structures, style conventions, and rules for data structures and interfaces that will be implemented in the project.

PM Process Groups  

Project management processes can be organized into five groups of one or more processes each: 

1. Initiating processes—authorizing the project or phase 

2. Planning processes—defining and refining objectives and selecting the best of the alternative courses of action to attain the objectives that the project was undertaken to address 

3. Executing processes—coordinating people and other resources to carry out the plan 

4. Controlling processes—ensuring that project objectives are met by monitoring and measuring progress regularly to identify variances from plan so that corrective action can be taken when necessary 

5. Closing processes—formalizing acceptance of the project or phase and bringing it to an orderly end 

Each process is described by: 

–  Inputs

–  Tools & Techniques

–  Outputs 

PM Process Links 

The process groups are linked by the results they produce—the result or outcome of one often becomes an input to another.  

Among the central process groups, the links are iterated—planning provides executing with a documented project plan early on, and then provides documented updates to the plan as the project progresses. These connections are illustrated in Figure 3. 

The project management process groups are not discrete, one-time events; they are overlapping activities that occur at varying levels of intensity throughout each phase of the project. These process groups overlap and vary within a phase. Figure 4 illustrates how the process groups overlap and vary within a phase.