Date: Tue, 14 Jan 1997 23:17:25 GMT Server: NCSA/1.4.1 Content-type: text/html Last-modified: Fri, 08 Mar 1996 19:46:31 GMT Content-length: 12707
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1. Purpose 2. Reference documents 3. Management 4. Documentation 5. Standards, practices, conventions, and metrics 6. Reviews and audits 7. Test 8. Problem reporting and corrective action 9. Tools, techniques, and methodologies 10. Code control 11. Media control 12. Supplier control 13. Records collection, maintenance, and retention 14. Training 15. Risk managementAdditional information is available in IEEE Std 983, Guide for Software Quality Assurance Planning. (In December 1995 IEEE announced the approval of a revised standard IEEE Std 730.2 Guide for Software Quality Assurance Planning which supersedes IEEE Std 983, but it will probably not be in general circulation for a few months.) Although the IEEE format is being used, you do not need to have the IEEE standard available in order to select this option for Exercise 3. In most cases the contents of a document section can be prepared following a common sense approach to software development based on good software engineering and sound management practices. If you need some assistance or want to see the IEEE standard, please contact me individually.
This SQAP must be written as though it will be applied to a real project by a real company. Therefore, you may have to make assumptions and decisions about what the company is going to do to define and implement software quality assurance. I'm guessing that a well done SQAP for this assignment should require from 10 to 15 pages.
Due dates:
SureSafe was founded in 1972 by Mr. Robert Atwood who is still participating in daily company operations as its president. Mr. Atwood has BS and MS degrees in electrical engineering. Prior to founding SureSafe he designed intrusion monitoring equipment for major industrial supplier. Shortly after Mr. Atwood left his former employer he hired John Smithson to collaborate on electrical designs and Gary McMillian to provide product design and mechanical engineering support. During their first year of operation additional personnel were gradually hired in supporting roles, including office personnel, laboratory technician, and manufacturing personnel. Although capital funding for the start up of SureSafe was scarce, the company has had ten consecutive years of profitable operations. The company still maintains a "no frills" attitude with respect to facilities and equipment.
As a response to a continual growth in sales and employees, a major company reorganization occurred in 1980. Gary McMillian was promoted to Manufacturing Manager. Mr. McMillian is beginning to think about the possibility of retiring. During the reorganization, John Smithson was promoted to Engineering Manager. He subsequently left the company in 1991. His replacement was Charles Taylor who joined SureSafe with no previous experience in the security systems field although he had 10 years of system design experience and 15 years of management experience in the electronics industry. In 1992 Mr. Taylor consolidated all of the staff responsible for software development activities into a single organization reporting directly to himself. A search was initiated for a person to manage this newly formed group. The successful candidate was Julie Johnson. Julie was selected over a number of internal and external candidates. She initially began her employment with SureSafe in 1986 as a direct college hire after completing her BSCS degree. At the time of her hiring there were only seven employees doing software development. Today there are 20.
Since SureSafe produces equipment destined for consumer use, it is not directly regulated by federal or state government entities (as is the case for example of medical device manufacturers). However, their equipment does need to be safe for use by consumers and must comply with general product safety requirements and national electrical codes. In 1990 SureSafe became interested in the possibility of being certified as an ISO 9000 compliant manufacturer. They hired a consultant to review their development and quality assurances practices. After a one week on-site evaluation the consultant reported that he did not believe that SureSafe had adequately defined development and manufacturing processes to ensure a successful ISO compliance review. He indicated that SureSafe personnel appeared to be generally unaware of the requirements for certification and the impact that these requirements might have on development practices. In particular, the results of the audit indicated that SureSafe had no clear, well-documented product development process and that supporting software development documentation was inconsistent or non existent. Further findings cast serious doubt on the thoroughness with which software was being tested. As a result, SureSafe hired another independent consultant to draft a Software Development Standard for use in all software development projects. Several current software developers were asked to contribute to and review the Software Development Standard as it was developed. In July 1991 the current version of the Software Development Standard was approved by Mr. Taylor.
Three months ago when the project was started, management felt that a time frame of 5 months was realistic because of their previous track record in computer controlled security systems, extensive leveraging from existing systems, and also because the voice recognition software (purchased from SoftCraft) had already been developed, thus eliminating a major portion of the design work.
However, due to several significant specification changes and the resulting rework, the project is now projected to be two months behind schedule. Software and hardware design are underway and a prototype (hardware) unit is due to be completed by the engineers within the next two weeks. Some of the software should be ready to try on the prototype in about three weeks. In an attempt to keep the project moving as fast as possible, management has instituted a bonus plan whereby the project team will be monetarily rewarded for meeting future project deadlines.
At this time the following documentation is available: Marketing Analysis (Preliminary), Functional Specification (Preliminary), electronics schematics, mechanical assembly drawings, software architecture diagram (module hierarchy and major data structures), source code listings for the SoftCraft programs.
Marketing now believes that the market window is very narrow and is pushing for the most expedient development path possible. An important trade show is only 4 weeks away and it is important that Specialty Medical have a working system to show potential new clients.
If you want to develop guidelines that are tailored to your own organization, you are welcome to do so provided your results aren't considered proprietary.
Due dates: