Software Engineering Management
Program
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Management - Roadmap
Initiation and Scope Definition Software Project Planning
Software Project Enactment Review and Evaluation
Closure
Software Engineering Measurement Software Management Tools
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As per (IEEE610.12‐90), Software Engineering Management can be defined as the application of management activities—planning, coordinating, measuring,
monitoring, controlling, and reporting—to ensure that the development and maintenance of software is systematic, disciplined, and quantified
The following aspects complicate software engineering management
– Clients often a lack of appreciation for the complexity inherent in software engineering, particularly in relation to the impact of changing requirements
– Often software engineering processes themselves generate the need for new or changed client requirements
– As a result, software is often built in an iterative process rather than a sequence of closed tasks
– Software engineering necessarily incorporates aspects of creativity and discipline.
Maintaining an appropriate balance between the two is often difficult – The degree of novelty and complexity of software is often extremely high – There is a rapid rate of change in the underlying technology
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Initiation and Scope Definition
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Initiation and Scope Definition
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Software Project Planning
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Project Planning Process
Project Planning
1. Planning the process (lifecycle stages, methods, tools, tasks)
2. Determining deliverables (buy vs. develop vs. reuse)
3. Estimating effort, schedule and cost 4. Allocating resources
(equipment, facilities, people)
5. Identifying and Managing risks 6. Developing a quality management
process 7. Planning to manage the plan
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Project Planning Process
Project Planning
1. Planning the process (lifecycle stages, methods, tools, tasks)
2. Determining deliverables (buy vs. develop vs. reuse)
3. Estimating effort, schedule and cost 4. Allocating resources
(equipment, facilities, people)
5. Identifying and Managing risks 6. Developing a quality management
process 7. Planning to manage the plan
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Process Planning
Requirements define the end result of software development
Project plan describes how to get from the stated requirements to the functioning software
As per IEEE/EIA Std. 12207.0‐1996, project plan elements include Resources needed to execute the tasks
Allocation of tasks
Assignment of responsibilities
Quality control measures to be used throughout Provision of environment and infrastructure
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Lifecycle Models
Waterfall (linear)
Prototyping (iterative) Incremental (iterative) Evolutionary (iterative) Spiral (iterative)
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Implementation Test
Installation and Checkout
Operation and Maintenance Retirement
Waterfall and Prototyping Model
Prototyping model can be used with other models besides just waterfall
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Iterative and Evolutionary Model
Concept Exploration Requirements
Design
Implementation Test
Installation and Checkout
Operation
Retirement Iterations
Ongoing maintenance occurs as soon as the
first tested
implementation is in the Defined for
each iteration or
just once
Iterative Model Evolutionary Model
Partial Requirements Prototype
Additional Requirements Iterations
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Spiral Model
Iterations are independent, but knowledge gained is rolled over as project grows in size
Spiral Model explicitly considers risk in every iteration
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Risk Analysis “against” Selecting a Life-Cycle Model
Once‐through (Waterfall) Incremental Evolutionary
Risk Item Risk
Level
Risk Item Risk
Level
Risk Item Risk Level Requirements not well
understood
H Requirements not well understood
H System too large to do at
once
M User prefers all capabilities at first delivery
M User prefers all capabilities at delivery
M
Rapid changes in
technology anticipated – may change requirements
H Rapid changes in
technology anticipated – may change requirements
H
Limited staff or budget available now
M
Source: IEEE/EIA Std. 12207.2-1997
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Risk Analysis “for” Selecting a Life-Cycle Model
Once‐through (Waterfall) Incremental Evolutionary
Opportunity Item Opp Level
Opportunity Item Opp Level
Opportunity Item Opp
Level User prefers all
capabilities at first delivery
M Early capability is needed
H Early capability is needed H
User prefers to phase out old system all at once
L System breaks naturally into increments
M System breaks naturally into increments
M
Funding/staffing will be incremental
H Funding/staffing will be incremental
H User feedback & monitoring of
technology changes is needed to understand full requirements
H
Source: IEEE/EIA Std. 12207.2-1997
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Discussion Question
What is the difference between iterative and incremental software development?
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Iterative Versus Incremental
Incremental
Staging & scheduling strategy Various parts of the system are developed and built at different times
Integrated as they are completed versus integrating in one go
– Increments may be shipped
Helps improve the development process
Works well with waterfall or iterative approaches
Iterative
Rework scheduling strategy Rework strategy to revisit and improve parts of the product Iteration is examined for modification
– But not shipped
Helps improve the product Works well with incremental development
Reference: http://alistair.cockburn.us/index.php/Incremental_versus_iterative_development
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Discussion Question
What are the principal activities and elements of software project planning?
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Project Planning Process
Project Planning
1. Planning the process (lifecycle stages, methods, tools, tasks)
2. Determining deliverables (buy vs. develop vs. reuse)
3. Estimating effort, schedule and cost 4. Allocating resources
(equipment, facilities, people)
5. Identifying and Managing risks 6. Developing a quality management
process 7. Planning to manage the plan
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Determination of Deliverables
Project plan specifies the project deliverables which may include, without being limited to:
– The operational software – Customer requirements – Functional specifications – Design specifications – Design documentation – Source code
– User manuals
– Principles of operation – Installation instructions – Maintenance procedures – Training materials
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Make versus Buy Decisions
To evaluate the relative merits of building, buying, or reusing software, the project manager has to consider the following
– Evaluate whether to reuse existing components or buy off‐the‐shelf components
– Plan for any use of third parties
– Procure software and select suppliers
– Determine training needs and how to address them
Before purchasing or reusing software, the project manager must evaluate
– Whether the software truly satisfies the requirements
– Whether the software is compatible with the rest of the system
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Project Planning Process
Project Planning
1. Planning the process (lifecycle stages, methods, tools, tasks)
2. Determining deliverables (buy vs. develop vs. reuse)
3. Estimating effort, schedule and cost 4. Allocating resources
(equipment, facilities, people)
5. Identifying and Managing risks 6. Developing a quality management
process 7. Planning to manage the plan
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Estimation of Size
Gaffney and Cruikshank identify the following 14 factors for function point estimation:
¾ Data communications
¾ Distributed functions
¾ Performance
¾ Heavily used operational configuration
¾ Transaction rate
¾ Online data entry
¾ Design for end‐user efficiency
¾ Online update (for logical internal files)
¾ Complex processing
¾ Reusability of system code
¾ Operational ease
¾ Multiple sites
¾ Ease of change 1. Count features internal inputs or files;
external outputs, inquiries, or interfaces) 2. Weight features for level of complexity 3. Adjust to account for 14 factors affecting
functional size
Size Measures
Size in SLOC
Size in function points
Reference: Thayer, Richard H. Software Engineering Project Management, 2nd ed. Los Alamitos, California: IEEE Computer Society, 2000
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Estimation of Effort
Effort estimation depend upon the project size estimation – Combine size with productivity estimation to compute effort in
person‐months
Productivity Measures
SLOC/person‐month
Code statements /person‐month
Function points /person‐month
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Estimation of Schedule
Project manager must create the most efficient schedule keeping in mind the available resources and the nature of tasks
Milestone chart method (for smaller projects)
– Lists task completion time; does not show task interactions
Critical Path Method (CPM)
– Critical path consists of all tasks that must wait for prior completion of other tasks.
Other tasks can be run simultaneously in parallel
Program Evaluation and Review Technique (PERT)
– Has a network of tasks like CPM but has project events as milestones instead of project activities.
– Can specifies probabilities for meeting deadlines for each event (this is especially useful when doing estimations for Research and Development projects where the cause‐
effect relationship is not very well‐established)
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PERT/CPM Chart
Reference: http://www.rff.com/pert_hardware.htm
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Estimation of Schedule
Gantt chart method
– Is a bar chart that illustrates start and end dates for all tasks
– Provides a visual representation of the degree to which tasks overlap in time – Does not explicitly display the dependent tasks like PERT/CPM
Full‐wall scheduling method
– Use a large wall containing a grid to indicate weeks of project time
– Post‐it notes are used by team‐members to indicate the start and end dates of tasks
– Invites most participation from team‐members than other methods – Does not show task relationships
– Poorly adapts to revision when changes occur to tasks/times
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Gantt Chart
Reference: Gantt Chart Tutorial http://www.gantt-chart.biz/
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Discussion Question
When would you use a PERT chart or a GANTT chart? Explain.
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Estimation of Cost
Convert all preceding estimates into costs. This includes all resources required to complete all the designated tasks
– E.g. labor, tools, travel, facilities, material items (e.g., off‐the‐shelf software)
Work Breakdown Structure (WBS) allows bottom‐up costing
– This method supports Earned Value Management (EVM) approach to project management
Costing should account for
– Peripherals when outsourcing
– Overhead (e.g., benefits, support staff) for internal labor
Sample Chart showing Earned Value versus Planned Value versus Actual Cost
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Discussion Question
A software development project is behind
schedule and requires 6‐man months effort for completion. The team working on the project currently consists of 3 employees. In order to finish the project by the deadline which is in 1 month, the project manager decides to add 3 new software developers to the existing team.
Do you think the project will be completed in time? Explain.
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Project Planning Process
Project Planning
1. Planning the process (lifecycle stages, methods, tools, tasks)
2. Determining deliverables (buy vs. develop vs. reuse)
3. Estimating effort, schedule and cost 4. Allocating resources
(equipment, facilities, people)
5. Identifying and Managing risks 6. Developing a quality management
process 7. Planning to manage the plan
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Resource Allocation
Resources i.e. tools, people, facilities need to be assigned for specific tasks
– Allocation of people requires balance of expertise and personalities
Training of team members can help – Teams to become productive quickly – Select leaders
– Improve communication skills
Schedule/cost adjustment is needed if resources become unexpectedly unavailable
Project manager may need to alter team size and structure so that concurrent activities can be effectively executed
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Project Planning Process
Project Planning
1. Planning the process (lifecycle stages, methods, tools, tasks)
2. Determining deliverables (buy vs. develop vs. reuse)
3. Estimating effort, schedule and cost 4. Allocating resources
(equipment, facilities, people)
5. Identifying and Managing risks 6. Developing a quality management
process 7. Planning to manage the plan
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Risk Management
All project management activities can be seen as risk management – E.g., Cost estimates mitigate the risk of losing money
The ISO/IEC Std. 24765 vocabulary defines risk management as:
(1) an organized process for identifying and handling risk factors.
(2) an organized means of identifying and measuring risk (risk assessment) and developing, selecting, and managing options (risk analysis) for
resolving (risk handling) these risks.
(3) organized, analytic process to identify what might cause harm or loss (identify risks); to assess and quantify the identified risks; and to develop and, if needed, implement an appropriate approach to prevent or handle causes of risk that could result in significant harm or loss.
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Risk Management Process
As per IEEE/EIA Std. 12207.0‐1996
Plan and implement risk management
Manage project risk profile
Perform risk treatment Perform risk
analysis
Perform risk monitoring
Review/update risk levels, assess effectiveness of risk treatment, search for new risks & sources Identify conditions that cause risks and
consequences of those risks
Select, plan, monitor, and control actions to decrease risk exposure Identify project’s risks as well as priority, status, threshold, and action requests for each risk Risk management plan is negotiated & accepted by all stakeholders. Assign resources and responsibilities.
Evaluate risk management process
Inform stakeholders about the quality of risk management
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Techniques to Manage Risks
Once risks are identified, they can be managed in the following ways:
Avoidance ‐ Avoid high risks
– E.g., Choose a component that performs acceptably but has a lower risk than another component
Control ‐ Use traditional project management techniques to control risks – E.g., Use QA, reviews, and audits
Assumption
– If potential benefits are high enough and probability of risk occurrence is low, accept the risks
Transfer ‐ If a risk seems high in one area, transfer it another area
– E.g., If subcontracting development involves a high risk of late delivery, bring offshore development to in‐house for tighter control
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Discussion Question
Identifying and managing risks are an important part of effective management of the software engineering effort.
Risks are documented:
A. In a concise statement of what went wrong and when they occurred in the project lifecycle
B. As clearly defined tasks in the project schedule C. In a concise statement that includes the context,
conditions, and consequences of risk occurrence D. As clearly defined line‐items in the project budget
Answer: C
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Project Planning Process
Project Planning
1. Planning the process (lifecycle stages, methods, tools, tasks)
2. Determining deliverables (buy vs. develop vs. reuse)
3. Estimating effort, schedule and cost 4. Allocating resources
(equipment, facilities, people)
5. Identifying and Managing risks 6. Developing a quality management
process 7. Planning to manage the plan
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Quality Management
Project manager works with all stakeholders to establish a quality plan for both the process and products
As per IEEE/EIA Std. 12207.0‐1996, a quality assurance management plan should include:
– Quality standards, methodologies, procedures, and tools for performing the quality assurance activities (or their references in organization’s official documentation).
– Procedures for contract review and coordination thereof.
– Procedures for identification, collection, filing, maintenance, and disposition of quality records.
– Resources, schedule, and responsibilities for conducting the quality assurance activities.
– Selected activities and tasks from supporting processes such as Verification, Validation, Joint Review, Audit, and Problem Resolution.
More details are covered in Content Domain “Software Quality”
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Project Planning Process
Project Planning
1. Planning the process (lifecycle stages, methods, tools, tasks)
2. Determining deliverables (buy vs. develop vs. reuse)
3. Estimating effort, schedule and cost 4. Allocating resources
(equipment, facilities, people)
5. Identifying and Managing risks 6. Developing a quality management
process 7. Planning to manage the plan
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Plan Management
Project management plan helps assess how the project is faring.
Therefore, as the project progresses, the plan must be updated to reflect – Revised requirements
– Extended schedules
– Changes in testing procedures – Modified software functionality
Adherence to the plan must be systematically directed, monitored, reviewed, reported, and revised
Project management plans are configuration items and are part of the program baseline
– Thus, changes to a plan should be analyzed, scoped, and submitted to the Change Control Board (CCB) for disposition
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Discussion Question
Paul has drafted a software project management plan. Which of the following items should be discussed in this plan?
I. Schedule II. Budget
III. Requirements IV. Staffing
A. I, III, IV only B. I, II, III only C. I, II, IV only D. I, II, III, IV
Answer: C
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Software Project Enactment
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Project Enactment
After the project plan has been prepared and approved by stakeholders, the project manager has to implement the plan
Enactment involves the following project manager duties:
– Managing any supplier contracts
– Monitoring adherence to the plan to discover any significant variances – Controlling any problems discovered by monitoring
– Reporting adherence to the plan to stakeholders both on and outside the team
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Managing agreements with subcontractors who either sell or develop software components introduces special demands on the project
manager
Process for handling supplier contracts as per IEEE Std. 1062: 1998 – Planning organizational strategy
– Implementing organization’s process – Determining software requirements – Identifying potential suppliers
– Preparing contract documents
– Evaluating proposals and selecting suppliers – Managing supplier performance
– Accepting the software – Using the software
Supplier Contract Management
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Monitoring Plan Adherence
At predetermined intervals, the project manager assesses the status of the process to see if there are any variances from the plan
Successful monitoring includes the following activities:
– Analysis of outputs and completion conditions for each task
– Evaluation of deliverables in terms of required characteristics (such as by reviews and audits)
– Investigation of effort expenditure, schedule adherence & costs to date – Examination of resource usage
Among the types of variance that may require action are cost overruns, schedule slippage, incomplete delivery of an item, failure to meet quality standards, status or risks, and risk reports
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Control Process & Reporting
To control problems discovered by monitoring, the following needs to be done:
Accurate assessment of the real cause of the problems
Identification of the side‐effects of those problems using an appropriate project management model such as CPM/PERT diagrams
Making suitable decisions to address the problems as well as their side‐effects Updating the schedule and cost estimates based on the new decisions
Documenting the decisions and communicating them to all relevant parties
Reporting is essential for proper monitoring and control of the project
The project manager is responsible for establish reporting procedures for the project.
These procedures include:
– Timing, nature, distribution list, and media of communication for the reports
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Review and Evaluation
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Review and Evaluation
Satisfied users provide the ultimate measure of success for a software engineering project. So, it is important to regularly assess progress towards user satisfaction Formal reviews at major milestones help
– Detect variances from the plan – Address the identified variances
– Communicate the problems and adopted solutions to stakeholders – Record review data in a central database
Periodic performance reviews help assess concerns such as
– Individual performance to date
– Readiness for performing future tasks
– Relationships within the team and hierarchy
The process, itself, should also be subjected to review and revision
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Closure
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Software Project Closure
The following are project closure criteria:
– Tasks specified in the plans have been completed, and satisfactory achievement of completion criteria has been confirmed
– All planned products have been delivered with acceptable characteristics – Requirements are checked off and confirmed as satisfied
– Project objectives have been achieved
Closure activities include:
– Archiving of project materials
– Updating the organization’s measurement database with final project data followed by post‐project analyses
– Undertaking the project postmortem so that all issues, problems, and opportunities encountered during the process (particularly via review and evaluation) are
analyzed. Lessons are drawn from the process and fed into organizational learning and improvement endeavors
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Software Engineering Measurement
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Software Engineering Measurement
Accurate measurement is critical for effective project management
ISO/IEC Std. 15939 identifies four steps in establishing and applying a measurement system:
– Establish and sustain measurement commitment – Plan the measurement process
– Perform the measurement process – Evaluate measurement
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Establish & Sustain Measurement Commitment
Accept requirements for measurement based on objectives accepted by all relevant parties
Create a plan for measuring progress towards each objective – Specify the scope of measurement: identify what is to be measured – Obtain a formal agreement from management and staff
Commit resources for measurement
– Assign people to carry out specific measurement‐related tasks – Provide funds, training, and tools
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Plan the Measurement Process
Planning the measurement process includes the following activities:
– Characterize the organizational unit in terms of organizational processes, application domains, technology, and organizational interfaces
– Identify and prioritize information needs based on goals, constraints, risks, and problems of the organizational unit
– Select measures from candidate measures with clear links to information needs, basing selection on priority of information needs and other practical criteria
– Define data collection, analysis, and reporting procedures – Define criteria for evaluating the information products
– Review, approve, and provide resources for measurement tasks:
All stakeholders must review the plan
Resources should be made available for implementing the planned and approved measurement tasks
– Acquire and deploy supporting technologies
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Perform the Measurement Process
The measurement process can be broken down into four phases:
– Integrate measurement procedures, such as data collection, with relevant project processes. This may involve changing processes to accommodate the measurement activity or to minimize additional effort required of team members
– Collect, verify, and store data
– Analyze data and develop information products. This involves aggregation, transformation, or recording of data as part of analysis. This results,
typically, in graphs, numbers, or other indications that must be interpreted to yield conclusions for presentation to stakeholders
– Communicate results to users and other stakeholders
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Evaluate Measurement
As the project progresses and measurements are taken, the
measurement activities and products can be evaluated and improved as necessary. The project team may:
– Evaluate information products against criteria to determine their strength or weakness, and seek feedback from users. Record lessons in a database – Evaluate the measurement process, and include feedback from users.
Record lessons in a database
– Identify potential improvements Reference
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Software Management Tools
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Software Management Tools
Software engineering management tools can be very helpful in monitoring and measuring the program process
Software engineering management tools can be divided into three categories
– Project planning and tracking tools
Used in software project effort measurement, cost estimation, and scheduling
E.g. Primavera, MS Project etc.
– Risk management tools
Used to identify, estimate, and monitor risks – Measurement tools
Assist in performing activities related to the software measurement program
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Chapter –Debrief
Software Engineering Management
End of Module 4
