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qualityisplannedintoaproject,notaddedthroughinspection(youshouldspendyourtimeinplanningqualityinsteadofinspectingafteryouhaveerrors).It’salwayscheaper(andmoreefficient)todoajobrightthefirsttimearound.Whyistherealwaystimetodoworkrightthesecondtime?
Alwaysunderpromiseandoverdeliver.
Theresurearesomecatchyslogans,andcliché
sbecomecliché
sbecausethey’reusuallyaccurate.Inthischapterweexplorewhatqualityis,howtoplanitintoyourproject,andhowtocreateaqualitymanagementplan.
6.1DefiningQuality
Beforeyoucanplanforquality,youmustfirstdefinewhatqualityis.Askyourcustomers,yourprojectteam,yourmanagementteam,andevenyourselfwhatqualityisandyougetavarietyofanswers:
Whatcustomerssay:
Thesoftwareyoucreatelivesuptoexpectations,isreliable,anddoessomeincrediblethingsthecustomerdoesn’texpect(oreventhinkof).
Whatyourprojectteamsays:
Theworkiscompletedasplannedandasexpected,withfewerrors-andfewersurprises.
Whatmanagerssay:
Thecustomerishappyandtheprojectdeliversontimeandonbudget.
Whatyoumaysay:
Theprojectteamcompletesitsworkaccordingtoitsestimates,thecustomerishappy,andmanagementishappywiththefinalcostsandschedule.
Quality,foreveryoneconcerned,istheabilityoftheprojectandtheproject’sdeliverabletosatisfythestatedandimpliedrequirement.Qualityisallofitemswementionhere,butit’smorethanjustthedeliverable;
it’sfollowingaprocess,meetingspecifiedrequirements,andperformingtocreatethebestpossibledeliverable.Everything,fromtheprojectkickoffmeetingtothefinaltesting,affectstheprojectquality.
6.2Referringtotheproductscope
Astheprojectmanager,youprimaryconcernissatisfyingtheproductscope.Theproductscopeisthedescriptionofthesoftwarethecustomerexpectsfromyourproject.
Ifyouworkprimarilytosatisfytheproductscope,thenyou’llbeingoodshapewithsatisfyingthecustomer’sexpectationsforquality.But,inordertosatisfytheproductscopeyoumustfirsthaveseveraldocuments:
Productscopedescriptiondocument.Thisdocumentdefineswhatthecustomerexpectsfromtheproject.Whatarethecharacteristicsofthesoftware?
Thisdescriptionbecomesmorecompleteasyouprogressthroughtheprojectandgathermoreknowledge.
Projectrequirementsdocument.Thisdocumentdefinesexactlywhattheprojectmustcreatewithoutbeingdeemedafailure.Whattypesoffunctionalityshouldstakeholdersbeabletoperformwiththesoftware?
Thisdocumentprioritizesthestakeholders’requirements.
Detaileddesigndocument.Thisdocumentspecifieshowtheprojectteamwillcreateunitsthatmeettheprojectrequirements,whichinturnwillsatisfytheproductscope.
Metricsforacceptability.Manysoftwareprojectsneedmetricsforacceptability.Thesemetricsincludespeeds,dataaccuracy,andmetricsfromuseracceptabilitytests.You’llneedtoavoidvaguemetrics,suchasgoodandfast.Instead,aimtodefineaccuratenumbersanddeterminehowthevalueswillbecaptured.
Satisfyingtheproductscopewillassurethatthecustomerishappywithyouandwithdeliverablestheprojectteamhascreated.Youwillonlysatisfytheproductscopeifyouplanhowtodoit.Qualityisnoaccident.
6.3Referringtotheprojectscope
Theprojectscopedefinesallofthework(andonlytherequiredwork)tocreatetheprojectdeliverable.Theprojectscopedefineswhatwillandwon’tbeincludedintheprojectdeliverable.Projectscopeisdifferentthantheproductscope,becausetheproductscopedescribesonlythefinisheddeliverable,whereastheprojectscopedescribestheworkandactivitiesneededtoreachthedeliverable.
Youmustdefinetheprojectscopesothatyouuseitasanappropriatequalitytool.Theprojectscopedrawsalineinthesandwhenitcomestoprojectchanges.Changes,aswe’resureyou’veexperienced,cantrickleintotheprojectandcauseproblemswithquality.Eventhemostinnocentchangescanbloomintomonstersthatwreckyourproject.
Figure6-1showstheprojectmanager’sapproachtoprojectchangesandquality.Earlyintheproject,duringtheinitiationandplanningstages,yousafelyentertainchangestotheproject.Afteryoucreatetheprojectscope,however,yourrulewhenitcomestochangesshouldbe“Justsayno!
”
Changestotheprojectmayaffectthequalityoftheproduct.Thisisn’ttosaythatchangesshouldcomeintoaprojectatall-farfromit.Butchangestotheprojectmustbeexamined,weighed,andconsideredfortheaffectontime,cost,andimpactonprojectquality.
6.3.1Goingtheextramile
Onecliché
thatringstrueisthatit’salwaysbettertounderpromiseandoverdiliver.We’veheardprojectmanagerstellusthisistheirapproachtokeeppeoplehappy.Itsoundsgood,right?
AcustomerasksforapieceofsoftwarethatcancommunicatewithadatabasethroughaWebform.Yourprojectteam,however,createsapieceofsoftwarethatcancommunicatethroughaWebformtothecustomer’sdatabase,andyouaddlotsofquerycombinationsforeachtableinthedatabase.Fantastic!
Avalidargumentcanbemadethatyoushouldneverunderpromise,butpromisewhatyoucandeliverandliveuptothosepromises.Technically,inprojectmanagement,qualityisachievedbymeetingthecustomer’sexpectations-notmorethantheyexpect,andcertainlynotlessthantheyexpect.
Surprisingthecustomerwithmorethantheprojectscopeoutlinescanactuallybackfire,forthefollowingreasons:
Thecustomermaybelievetheprojectdeliverablecouldhavebeencompletedfasterwithoutalltheextrasyou’veincluded.Thecustomermaybelievetheprojectdeliverablecouldhavebeencompletedforfewerdollarswithoutalltheextrasyou’veincluded.Ifthecustomerdiscoversbugsinthesoftware,theblamemayliewiththeextras.Thecustomermaynotwanttheextras,regardlessofhowingeniousyoubelievetheyare.Overdeliveringisnotmeetingexpectations:
you’renotgivingthecustomerwhatheorsheaskedfor.
Now,Havingputthewetblanketonthefireofcreativity,letussaythis:
communicate.Wecan’temphasizeenoughhowimportantitistotellthecustomerwhatyoucando,evenifit’smorethanwhatthecustomerhasoriginallyaskedfor.Insoftwaredevelopment,customersmayneedguidanceonwhateachdeliverablecando,andtheylooktoyouastheexperttohelpthemmakethosedecisions.Butnoticethisprocessisdonebeforetheprojectexecutionbegins,notduringtheimplementationphase.
Theproductscopeandtheprojectscopesupportoneanother.Ifthecustomerchangesdetailsintheproductscopewillalsochange.Ifnot,thenyourprojectteamwillbecompletingaprojectscopethatwon’tcreatewhatthecustomerexpects.
Avoidinggold-platedsoftware
Youcreategold-platedsoftwarewhenyoucompleteaproject,andthesoftwareis
readytogothecustomer,butsuddenlyrealizethatyouhavemoneytoburn.Ifyoufindyourselfwithaheftysumofcashremainingintheprojectbudget,youmayfeeltemptedtofixthesituationwithalotofbling.Afterall,ifyougivetheprojectdeliverabletothecustomerexactlyasplanned,severalthingsmayhappen:
Youcustomermaybeinitiallyhappythatyou’vedeliveredunderbudget.Thenthey’llwonderwhetheryoucutcornersorjustdidn’thaveaclueastotheactualcostoftheproject.Thecustomermaywonderwhyyourestimateandtheactualcostoftheprojectdeliverablearenotinsync.Theremainingbudgetwillbereturnedtothecustomerunlessyourcontractstipulatesotherwise.Otherprojectmanagersmaynotbehappythatyou’vecreatedamassive,unusedprojectbudgetwhentheirprojectshavebeenstrappedforcash.Keystakeholdersmayloseconfidenceinyourfutureestimatesandbelievethemtobebloated,padded,orfudged.
Thisis,incaseyouhaven’tguessed,abadthing.Thebestthingtodoistodeliveranaccurateestimatetobeginwithandavoidthisscenarioaltogether.WediscusstimeestimatesinChapter8andcostestimatesinChapter9.Fornow,knowthatyourcustomer’sconfidenceinfutureestimatesisalwaysmeasuredonyourabilitytoprovideaccurateestimatesatthebeginningoftheprocess.
Ifyoufindyourselfinthescenariowhereyouhaveaconsiderableamountofcashleftintheprojectbudget,thebestthingtodoistogiveanaccurateassessmenttothecustomerofwhatyou’veaccomplishedintheprojectandwhat’sleftinthekitty.Don’teatupthebudgetwithextras,anddon’tbeatyourselfupoverit.Mistakeshappen,especiallytobeginners,andit’sstillmoreforgivabletobeunderbudgetthanitistobeoverbudget.
Soshouldyoualsopresentextrastothecustomerwhenyoupresenttheproject’sstatusandtheremainingbudget?
Iftheextrasarevalue-addedscopechanges,wesayyes.Iftheextrasaretrulygold-platedextrastoearnmoredollars,thenwesayno.Softwarequalityisbasedonwhethertheproductdeliversonitspromises.Iftheproposedchangesdon’tmakethesoftwarebetter,nooneneedsthem.
Whatyoudoonyourcurrentprojectmayinfluencewhatyougettodoonfutureprojects.Honestynowpaysdividendslater.
6.4Examiningqualityversusgrade
Qualityandgradearenotthesamething.Lowqualityisalwaysaproblem,butlowgrademaynotbe.Quality,asyouknow,istheabilityofsoftwaretodeliveronitspromises.Gradeistherankingorcla