Chapter 2 The Software Process. Pressman

The Software Process
Chapter 2
Roger S. Pressman
What It is?
When you work to build a product or
system, Its important to go through
a series of predictable steps
Who does it?

Software engineers and their
managers adapt the process to their
needs and then follow it
The people who have requested the
software have a role to play in the
process of defining, building, and
testing
Why is it important?
The process provides stability,
control, and organization to an
activity that can, if left uncontrolled,
become quite chaotic
Modern process must be agile. We
have to choose only those activities,
controls, and work products that are
appropriate for the project team and
the product that is to be produced
What are the steps?

At a detailed level, the process that
you adopt depends on the software
that youre building
What is the work product?

Point of view of a software engineer:
the set of programs, documents, and
data that are produced as a
consequence of the activities and
tasks defined by the process
How do I ensure that Ive done it

right?
There are a number of software
process assessment mechanics that
enable argonizations to detemine the
maturityof their software process
Quality, timeliness, and long-term
viability of the product you build are
the best indicators of the efficacy of
the software that you use
A Generic Process Model Fig 2.1

pag.32
A software process framework
Process Flow. Fig 2.2 pag.33
Process Flow. Fig 2.2 pag.33
Small project vs. Complex

project
Small
project
1. Make
contact with
stakeholder via
telephone
2. Discuss requirements
and take notes
3. Organize notes into a
brief written
statement of
requirements
4. E-mail to stakeholder
for review and
approval
Complex project
Communication Activity.
Many stakeholders, each with
different set of (sometime
conflicting) requirements
Inception
Elicitation
Elaboration
Negotiation
Specification
Validation
2.1.2 Identifying a Task Set

Each software engineering action can be
represented by a number of different task
sets each a collection of SE work task,
related work products, quality assurance,
and project milestone.
You should choose a task set that best
accommodates the needs of the project and
the characteristics of your team
A SE action can be adapted to the specific
needs of the software project and the
characteristics of the project team
2.1.3 Process Patterns
Chapter 12
Pattern name
Forces
Type
Stage Pattern:
e.g.Establising
Communication
Task Pattern: e.g.

Requirements Gathering
Phase Pattern: e.g.

Spiral Modeling or
Prototyping
Initial context
Problem
Solution
Resulting Context
Related Patterns
Know Uses and
Examples
A Stage Pattern.
(e.g. The Planning Pattern )
1. Customers and software engineers
have established a collaborative
communication
2. Successful completion of a number
of taks patterns [specified] for the
Communication has occurred
3. The project scope, basic business
requirements, and project
constraints are know
2.2 Process Assessment and

Improvement
Standard CMMI Assessment Method
for Process Improvement (SCAMPI)
CMM Based Appraisal for Internal
Process Improvement (CBA IPI)
SPICE (ISO/IEC15504)
ISO 9001:2000 for Software
2.3 Prescriptive Process

Models
Thay are also referred as
traditional process models
They were originally proposed to
bring order to the chaos of software
development
Are they innapropiated for software
world that thrives on change?
2.3.1 The Waterfall Model

There are times when the
requerements for a problem are well
understood when work flows from
communication through
deployment in a reasonably linear
fashion
The requirements are well defined
and reasonably stable
It is called classic life cycle (SDLC)
The Waterfall Model. Fig. 2.3 pag.

39
It suggest a systematic sequential approach to software development
that begins with customer specification of requirements and progress
through planning, modeling, construction, and deployment, culminating
in ongoing support of the completed software
The V-model. Fig.2.4 p40

It is a variation in the representation of the water fall model.
It depicts the relation of quality assurance to the actions associated
with communication, modeling, and early construction activities
Criticism of the Waterfall

Model
It is the oldest paradigm
1. Real problems rarely fallow the
sequential flow that the model
proposes
2. It is often difficult for the customer
to state al requirements explicitly
3. The customer must have patience. A
working version of the program(s)
will not be available until late in the
project time span
2.3.2 Incremental Process

Models
There are many situations in which initial
software requirements are reasonably well
defined, but the overall scope of the
development effort precludes a purely
linear process
It combines elements of linear and parallel
process flows
The first incremental is often a core
product
It focused on the delivery of an operational
product
The incremental model. Fig. 2.5 p 42
2.3.3 Evolutionary Process

Model
Software evolves over a period of
time. Business and products
requirements change as
development proceeds, making a
straight line path to the end product
unrealistic
Evolutionary models are iterative
Prototyping and The Spiral Model
Prototyping
Often, a customer defines a set of
general objectives for software, but
does not detailed requirements for
functions and features
It can be used as a stand-alone
process model
It is more commonle used as a
technique that can be implemented
whitin the context of any one of the
process models noted in this chapter
The prototyping paradigm. Fig. 2.6

p 43
Prototyping
A quick design focused on a representation
of those aspects of the software that will
be visible to the end users (e.g., human
interface or output display)
Stakeholder provides fedback that is used
to fuerther requirements
It serves as a mechanism for identifying
requirements
It can ser as the first system
The Spiral Model

It is an evolutionary process model
that couples the iterative nature or
prototyping with the controlled and
systematic aspects of the water fall
model
A typical spiral model. Fig. 2.7 page

46
2.3.4 Concurrent Models

It allows a software team to
represent iterative and concurrent
elements of any if the process
models described en this chapter
One element of the concurrent process model. Fig. 2.8

pag. 48
Modeling Activity
A final word on Evolutionary

Processes
Modern computer software is
characterized by continual change,
by very time lines, and by emphatic
need for customer-user satisfaction
Evolutionary process model were
concieved to address these issues
2.4 Specialized Process

Models
They take on many characteristics of
one or more of the traditional models
presented en the preceding section
Component-Based Development
The Formal Methods Model
Aspect-Oriented Software
Development
2.5 The Unified Process

It is an attempt to draw on the best features
and characteristics of traditional software
process models, but characterized them in a
way that implements many of the best
principles of agile software development
(chapter 3)
UML. The Unified Model Language containts a
robust notation for modeling and development
of object-oriented systems (part 2 of this book).
UML does not provide a framework to guide
project teams in their application of the
technology
The Unified Process. Fig. 2.9. page

55.
2.6 Personal and Team Process

Models
2.6.1 Personal Software Process (PSP)
Planning
High-level design
Hig-level design review
Development
Postmortem
2.6.2 Team Software (TSP)

PSP is an introduction for TSP
Objectives of TPS
Build self-directed teams that plan an track their
work, establish goals, and their own process and
plans
Show managers how to coach and motivate their
teams an how to help them sustain peak performance
Accelerate software process improvement by making
CMM level behavior normal and expected
Provide improvement guidance to high-maturity
organizations
Facilitate university teaching of industrial-grade team
skills
2.7 Process Technology

Process Technology tools have been
developed to help software organizations
analyze their current process, organize
work task, control and monitor progress,
and manage technical quality
The model can be analyze to determine
typical workflow and examine alternative
process structures that might lead to
reduce development time or cost
2.8 Product and Process

If the process is weak, the end
product will undoubtedly suffer. But
an obsessive overreliance on process
is also dangerous
People derive as much (or more)
satisfaction from the creative process
as they do from the end product

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Chapter 2 The Software Process. Pressman

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The Software Process

Who does it?

What are the steps?

What is the work product?

How do I ensure that Ive done it

A Generic Process Model Fig 2.1

Process Flow. Fig 2.2 pag.33

Process Flow. Fig 2.2 pag.33

Small project vs. Complex

2.1.2 Identifying a Task Set

2.1.3 Process Patterns

Task Pattern: e.g.

Phase Pattern: e.g.

2.2 Process Assessment and

2.3 Prescriptive Process

2.3.1 The Waterfall Model

The Waterfall Model. Fig. 2.3 pag.

The V-model. Fig.2.4 p40

Criticism of the Waterfall

2.3.2 Incremental Process

The incremental model. Fig. 2.5 p 42

2.3.3 Evolutionary Process

The prototyping paradigm. Fig. 2.6

The Spiral Model

A typical spiral model. Fig. 2.7 page

2.3.4 Concurrent Models

One element of the concurrent process model. Fig. 2.8

A final word on Evolutionary

2.4 Specialized Process

2.5 The Unified Process

The Unified Process. Fig. 2.9. page

2.6 Personal and Team Process

2.6.2 Team Software (TSP)

2.7 Process Technology

2.8 Product and Process

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