Info

Figure D-9. Development progress summary preferred to work, increasing the likelihood that the artifact would be kept up-to-date. This process also assured consistent and uniform communication of progress across the project.

Figure D-10 illustrates the monthly progress assessments for the Common Subsystem and each build. The planned evolution was based roughly on weight-averaging the SLOC counts for each build with the guidelines described in Section D.5.3: 30% done by PDW and 70% done by CDW. Overall, the Common Subsystem performed very close to its plan, with one exception. The progress achieved at IPDR (significantly ahead of plan) reflected the unexpected positive impact of the source code generation tools, particularly for the SAS generation of 50,000+ SLOC.

Performance against plans varied for the individual builds. In general, each build tracked its plan fairly well. The progress of the subsystem and each build was assessed monthly with internal management and the customer in the project management reviews. The progress metrics provided an objective mechanism and consistent language for explaining perturbations to the plan, perturbations to the architecture, issues in requirements, issues in design, scheduling risks, and other management topics. The objectivity of the approach was a key contributor to the nonadversarial relationships that evolved among all stakeholders.

Everyone understood that although the metrics were not very precise early in the life cycle, they were accurate. The absolute values were rarely important. The relative

Contract Month

Individual Build Progress

Build 0 Build 1 Build 2 Build 3 Build 4 Build 5

Build 0 Build 1 Build 2 Build 3 Build 4 Build 5

Contract Month

Figure D-10. Common Subsystem development progress

Contract Month

Figure D-10. Common Subsystem development progress trends were most important, and, as the process evolved, the precision of all metrics improved over time. By PDR, the metrics data had become a cornerstone of project communications.

D.7.2 Test Progress

The test organization was responsible for build integration tests and requirements verification testing (some SATs, ESTs, and FQT). Build integration testing proved to

Table D-6. SCO characteristics for build 2 BIT testing
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What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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