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Testing/Deployment Grid for Part 2

 

Part 2.1:

 

Advantages: Privacy, performance, branding, income potential

Disadvantages: Cost, maintenance, slower updates of functionality, lack of robustness

 

Part 2.2:

 

Testing Procedure(s) Deployment Artifact(s)
Created in both cases. · Performance · Correctness · User’s manual
Possibly created only when software is delivered to clients. · Compatibility with customer’s server environment · Deployment manual · Packaging

 


Question 3: Management Structure

 

Part 3.1:

 

Pro: Project managers can coordinate across functions better. Functional managers can manage people of that function with greater understanding of what they do.

 

Con: Sometimes hard to get decisions made (too many “votes”). Project managers may not understand issues concerning “scarce” resources (i.e., someone who is working on too many projects). Morale issues arising from “too many bosses”.

 

Part 3.2:

 

Advantage: Manager understands making decisions in presence of “scarce” resources. Technical lead understands technical issues the worker faces and how they can achieve the highest quality.

 

Disadvantage: Clashes are inevitable when schedule and quality collide. Also, morale issues (e.g., who gets the final word during performance evaluations).

 

Part 3.3:

 

Project manager with veto: Lower quality product, morale issue during employee performance evaluation if worker doesn’t respect technical capability of the manager.

 

Technical lead with veto: Missed marketing window for the product.

 

Part 3.4:

 

Advantage: Programmers may be “blind” to their own errors and error patterns.

 

Disadvantage: Necessary for two departments to communicate well; need for Q/A personnel to learn the same complexities as the development personnel.

 

Part 3.5:

 

Advantage: Customer doesn’t get a product with bugs.

 

Disadvantage: Missed marketing window for the product; morale issues for the developers.

 


Question 4: 80/20

 

Sample solution:

 

Good effects:

80% of sales comes from 20% of the sales force.

(b) Effectiveness of those salespeople.

(c) Keep them happy!

80% of profits comes from 20% of customers.

(b) Symbiosis of your product/service in the customer’s workflows.

(c) Keep them happy!

80% of growth comes from 20% of products.

(b) Symbiosis of your product/service in the customer’s workflows.

(c) Leverage other products from these products.

Continue to keep those products as the “best”.

80% of work accomplished comes from 20% of employees.

(b) Talent.

(c) Keep them happy!

 

Either:

80% of a person’s work product arises from 20% of that person’s effort.

(b) Interruptions, overhead activities (e.g., meetings).



(c) Try to minimize interruptions and overhead activities.

 

Bad effects:

80% of a manager’s interruptions will come from 20% of other employees.

(b) Employees may be less capable or must deal with more complex problems.

(c) Try to group interruptions (e.g., “office hours”), train employees.

80% of customer service problems arise from 20% of customers.

(b) These customers may expect more for their money.

(c) Assign those with best customer-relationship skills to these accounts.

80% of bugs arise from 20% of the code base.

(b) Complexity of design or algorithms.

(c) Concentrate testing on that code, assign best people, re-design.

80% of delays arise from 20% of possible risks.

(b) Risk probabilities.

(c) Better understanding of risk probability assignment.

80% of execution time occurs within 10% of the code.

(b) Work within loops.

(c) Measure in a realistic way, concentrate efforts on identified problem areas.

80% of schedule time is spent on 20% of the problem to be solved.

(b) Complexity.

(c) Plan on working on those parts earlier to minimize risk.

80% of web traffic will hit only 20% of available pages.

(b) “Entry” pages, popular pages.

(c) Ensure those pages represent what you want people to see.

Question 5: Process Improvement

 

(1) Apply more effort where problems arise most. By tracking the types of problems, management can focus training on the most frequent types. Ensure problems are out of features that the customers will use most.

 

(2) Tracking schedule estimates helps in scheduling in the future. Tracking actual time spent also helps in future scheduling and budgeting. Mapping actuals to estimates helps in future estimation through understanding of mistaken assumptions.

 

(3) Meetings, vacations, “learning” and training, coffee breaks, communication, planning.

 


Date: 2015-12-24; view: 575


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