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ProgramvaruUtveckling förStora System F5

Today

• Last Lecture

• About the final report and individual assignment

• Short introduction to “problems”

• Discussion about “typical problems in the course”

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Plan Do Study Act

Quality improvement Paradigm

1. Characterize

2. Set goals

3. Choose model

4. Execute

5. Analyze

6. Package

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Learning organization

Postmortem analysis

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Postmortem analysis

• “Ensures that the team member recognize and remember what they learned during the project”

• “Identifies improvement opportunities and provides a means to initiate sustained change”

Three sections of the PFR

• Historical overview of the project

– Figures, tables, diagrams, etc

– Comparison between actual values and estimations

• Evaluation of what went well and what went not so well

– Analyze reasons for problems/issues/etc

• Software process improvement proposals

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In PFR include at least

• Effort per phase

• Start and end dates for each phase

• Effort per document

• Start and end dates for each document

• Effort for different activities in each phase

• Effort per group & week

• Analysis of problem reports in phases

Project Final Report Evaluation

• Content

– How far the report get in

» WHAT has happened (data reporting)

» WHY it happened so (cause analysis)

» WHAT can be done to improve (Software Process Improvement)

• Quality

– How well are the chosen topics reported

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Individual report (max 3 pages 10 pttime)

• Objectives

– to stimulate reflection on large-scale software development continuously through the course

– to encourage a viewpoint on industrial practice in large-scale software development,

– to build on and integrate with what you have learned from previous courses

• Identify relevant areas and motivate your conclusions.

Analyze• What was challenging and what was easy in your own work?

• What was challenging and what was easy in your fellow project members work?

• What are the similarities and differences between the controlled course situation and industrial practice?

• What is realistic about the course setting, and what is not so realistic?

• What role does the scale (in terms of size and complexity) play in the challenges you have had during the project?

• What is easy in a small-scale project while significantly more challenging in a large-scale project?

• Which problems are not more or less difficult to address when carried out in a large-scale setting compared to a smaller scale setting?

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Deadline• The details about the individual assignment are available

online under this link.

http://cs.lth.se/fileadmin/serg/individual_assignment2013.pdf

• The assignment remains the same as last year so that is why the filename has 2013.

• The deadline for sending the assignment to me via email is Tuesday Nov 4th, 23:59 (Stockholm local time)

• The size is maximum Max 3 pages (+ front page etc), 10 pt, Times.

• The preferred format is pdf.

Example fo real difficulties in industrial projects

1. What is actually the best set of requirements?

2. How much uncertainty in effort estimation can we cope with?

3. At what level of detail should we document requirements?

4. How to minimize waiting time for other parts to be ready before we can start our part?

5. How to make more parts in parallel without generating confusion and unnecessary rework?

6. How to know when the product is reliable enough to be released?

7. How to incorporate changes without generating spaghetti and excessive cost of rework?

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http://news.siliconindia.com/technology/Reality-Check-9-Things-That-Apple-Missed-Big-Time-nid-173586-cid-2.html

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Getting requirements is not trivial

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Eliciting and understanding is difficult because

Perspective on a future system

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Conclusion

Before you start writing your PFR report conduct a brainstorming session

• Identify a problem you have encountered in the course and that can be discussed

• Indetify something that went well in the cousre, that can be discussed

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Some old problems

Some old problems

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Some old problem

Projects and Products that went terribly wrong

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Projects and Products that went terribly wrong

Projects and Products that went terribly wrong

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Projects and products that went wrong

Testing is far from trivial

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Ariane Roscket Goes bum

• Cost: $500 million

• Disaster: Ariane 5, Europe's newest unmanned rocket, was intentionally destroyed seconds after launch on its maiden flight. Also destroyed was its cargo of four scientific satellites to study how the Earth's magnetic field interacts with solar winds.

• Cause: Shutdown occurred when the guidance computer tried to convert the sideways rocket velocity from 64-bits to a 16-bit format. The number was too big, and an overflow error resulted. When the guidance system shut down, control passed to an identical redundant unit, which also failed because it was running the same algorithm

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Skynet Brings Judgements Day• Cost: 6 billion dead, near-total destruction of human civilization

and animal ecosystems (fictional)

• Disaster: Human operators attempt to shut off the Skynet global computer network. Skynet responds by firing U.S. nuclear missiles at Russia, initiating global nuclear war on what became known as Judgement Day (August 29, 1997).

• Cause: Cyberdyne, the leading weapons manufacturer, installed Skynet technology in all military hardware including stealth bombers and missile defense systems. The Skynet technology formed a seamless network and effectively removed humans from strategic defense. Eventually Skynet became sentient, was threatened when the humans tried to take it offline, sought to survive, and retaliated with nuclear war.

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Y2K (1999)

• Cost: $500 billion

• Disaster: One man's disaster is another man's fortune, as demonstrated by the infamous Y2K bug. Businesses spent billions on programmers to fix a glitch in legacy software. While no significant computer failures occurred, preparation for the Y2K bug had a significant cost and time impact on all industries that use computer technology.

• Cause: To save computer storage space, legacy software often stored the year for dates as two digit numbers, such as "99″ for 1999. The software also interpreted "00″ to mean 1900 rather than 2000, so when the year 2000 came along, bugs would result.

Dot-Bomb Collapse (2000)

• Cost: $5 trillion in market value, thousands of companies failed

• Disaster: A speculative bubble from 1995–2001 fueled a rapid increase in venture capital investments and stock market values in the Internet and technology sectors. The "dot-com bubble" began to collapse in early 2000, erasing trillions in stock market value, wiping out thousands of companies and jobs, and launching a global recession.

• Cause: Companies and investors dismissed standard business models, and instead focused on increasing market share at the expense of profits.

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Based on

Questions?Thanks for participating in the course