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Managing the Test Effort Using Requirements-Based Testing Metrics It's difficult to quantify the true state of a test effort. Often, it's measured by quantity of work combined with deadline compliance. But if this is the case, then the true level of quality remains unknown. The Requirements-Based Testing (RBT) process offers a set of metrics that can be utilized throughout the development cycle. These metrics can provide an accurate picture of the test effort at any given time.
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Gary Mogyorodi, Bit Inc.
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Evolution of Automated Testing for Enterprise Systems The key to accelerating test automation in any project is for a well-rounded, cohesive team to emerge that can marry its business knowledge with its technical expertise. This session is an in-depth case study of the evolution of automated testing at the BNSF Railroad. From record-and-playback to database-driven robust test scripts, this session will take you through each step of the $24 billion corporation's efforts to implement test automation.
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Cherie Coles, BNSF Railroad
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Communicate and Define the Value of Performance in Dollars and Cents What is the real value of computing performance improvement? What is the real cost of computing performance degradation? This paper describes an approach used at The Boeing Company to answer these questions. The challenges of presenting technical analyses in "dollars and cents, bottom line" terminology, and sample visual formats for communicating computing performance information
clearly, completely and concisely will be discussed.
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Nancy Acree, CAD/CAM Products and Services
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Thinking About People, Process, and Product: A Principle that Works at Work All projects involve the three P's: people, process, and product. People includes everyone who influences the project. Process is the steps taken to produce and maintain software. Product is the final outcome of the project. To keep these three in harmony, you must observe who is trying to do what to deliver what. Usually, two of the three P's are mandated, and the third one is chosen appropriately. Although this is common sense, it is not common practice. Dwayne Phillips discusses the issues and challenges that affect us all on every project. Learn about the ideas and questions to consider to help you work through these issues.
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Dwayne Phillips, U.S. Department of Defense
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Predictive Metrics to Estimate Post Project Costs How much will it cost to support your software project based on current estimations? Discover the answer to this question by using statistical estimation methods-including the S-curve and the Rayleigh curve-to help you determine where your projects are in relation to required quality and trendings to meet your post-project cost goals. Learn how to use metrics to predict post-project costs and make better release decisions based on these predictions.
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Geoffrey Facer, Intel Corporation
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Three Numbers to Measure Project Performance We present a method which produces at any time during the execution of a big software
development project a reliable prediction of the total duration and of the total cost to expect
at project completion. The basic idea presented in our paper is to correlate cumulative cost consumed to current
completion reached, and to learn out of this about the future of the project. Prerequisites
are a cost consumption plan and a deliverables completion plan. The approach is
presented both theoretically and on hand of a real life case. Special attention is paid to
project management techniques related to the method.
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Thomas Liedtke and Peter Paetzold, Alcatel
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From Zero to 100: Project Metrics in an Investment Bank Metrics collection, interpretation, and data quality always present a challenge to organizations. In the midst of an ever-increasing organization such as Goldman Sachs, the need for comprehensive metrics has become a top priority. Learn how one company successfully implemented a measurement initiative from ground zero using project management discipline, completion dates, scope definition, and a lifecycle approach-resulting in expanded coverage, more sophisticated usage of data, and support of the management and quality teams.
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Barry Young and Arun Banerjee, Goldman Sachs and Co.
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B2B and B2C Software Project Management—So What's Different? Learn how to understand and address the unique and not so unique aspects of Internet-based business-to-consumer (B2C) and business-to-business (B2B) project development. Based on three case studies used to illustrate the important aspects of Internet project development, you will cover the full project lifecycle--from inception to launch--highlighting key principles and practices along the way. The case studies will include an information-centric Internet Web site (corporate brochure site), and electronic commerce site (consumer), and a business-to-business exchange.
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Rick Smith, ObjectSpace, Inc.
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Predicting Software Errors and Defects This paper introduces a fault model that predicts the number of errors and defects throughout the development cycle. Project managers can use this information to quantitatively determine if the development process is in control, may be going out of control, or is clearly out of control. This model is able to adjust estimates based on the most current data available.
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Mark Criscione, Motorola
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Success Factors and Measures in Outsourced Application Development Today's e-conomy is creating higher time pressures than ever in application development. Many organizations are responding to the deadline pressures and backlogs through partnering. Whenever new partnering relationships are created, however, conflict can result. Learn the four key critical success factors to help you manage this type of strategic relationship, including how to deal with "shotgun weddings" and creating better dispute resolution frameworks.
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Michael Mah, QSM Associates, Inc.
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