Qun l d n phn mm trong thc tin

(Software Project Management in

Practice)
Cc quy trnh c dng Infosys, mt cng ty t CMM mc 5,
qun l cc d n phn mm

Tc gi: Pankaj Jalote

Nh xut bn: Addison-Wesley
Nm xut bn: 2002

Bin dch sang ting Vit: Nguyn Cng Danh

Sa bn dch: Trn Cao
B mn: Cng ngh phn mm
Khoa CNTT&TT, H Cn Th
Nm bin dch: 2013

(Dng ni b lm ti liu tham kho b sung cho sinh vin)

 Mc lc

Chng 1: Qun l d n phn mm ................................................................................ 2

Phn 1: Lp k hoch cho d n

Chng 2: C s h tng lp k hoch cho d n ..................................................... 25

Chng 3: Lp k hoch cho quy trnh ............................................................................ 44

Chng 4: c lng n lc v thi gian biu .............................................................. 62

Chng 5: Lp k hoch cho cht lng ........................................................................ 98

Chng 6: Qun l ri ro ............................................................................................... 119

Chng 7: o lng v k hoch theo di ................................................................... 143

Chng 8: K hoch qun l d n ............................................................................... 164

Chng 9: Qun l cu hnh .......................................................................................... 200

Phn 2: Thc hin v kt thc d n

Chng 10: Xem xt li ................................................................................................. 227

Chng 11. Gim st v kim sot d n ..................................................................... 257

Chng 12. Kt thc d n ........................................................................................... 305

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 Chng 1. Qun l d n phn mm

Trn th gii, khong na triu ngi qun l d n thc hin khong mt triu d n
phn mm mi nm, sn xut phn mm tr gi 600 t USD. Nhiu d n trong s ny c
cht lng khng nh k vng ca khch hng hoc khng cung cp cc phn mm trong
phm vi ngn sch v thi gian hon thnh. Mt phn tch cho thy khong mt phn ba
cc d n c chi ph v thi gian hon thnh (cost and schedule) vt hn 125% [1].

Ti sao qu nhiu d n phn mm tht bi? Mc d c rt nhiu l do, mt trong nhng

l do quan trng nht l qun l d n khng ph hp. V d, cc l do chnh lm cho d
n chch ra khi tm kim sot l mc tiu khng r rng, lp k hoch ti, cng ngh
mi, thiu mt phng php qun l d n, v khng nhn s [2]. t nht ba trong nm
l do ny r rng lin quan n qun l d n. Hai l do cn li - khng nhn s v
cng ngh mi - c th c coi nh nhng ri ro m qun l chng cng l mt phn
ca qun l d n.

R rng, bng cch s dng cc k thut qun l d n c hiu qu, mt ngi qun l
d n c th ci thin cc c hi thnh cng. Tuy nhin, hiu qu ca nhng k thut
ny l g?

Hy xem xt mt tng t. Gi s bn mun pht trin c th, vi c bp sn chc.

t c mc tiu, bn bt u nhn vo chng trnh tp th dc c m t trong tp
ch. Mt bi vit m t lm th no pht trin sc mnh cnh tay, a ra mt danh
sch gm 10 bi tp khng qu nhiu nu so snh vi bt k chun no. Nhng sau ,
mt bi vit khc hng dn pht trin sc mnh i, cng cung cp 10 bi tp, v
ngi hun luyn cho bng phng cng cm thy rng lm 10 bi tp l khng qu nhiu.
Nu bn mun pht trin c th tng th ca bn bng cch lm theo ca cc chng
trnh tp th dc ring l, bn s thy rng bn c mt b 50 n 100 bi tp lm - r
rng l khng th i vi hu ht mi ngi, hy mt mnh mt ngi qun l d n
bn rn. t c mc tiu ca bn, bn cn mt chng trnh o to ton din, thit
thc v hiu qu.

Tng t nh vy, bn s tm thy mt s phong ph v cc xut thc hin cc

kha cnh khc nhau ca qun l d n, bao gm c lng/d ton n lc (effort
estimation), qun l ri ro, gim st d n, qun l cu hnh, v.v. Mc d mi k thut

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c xut gii quyt vn ring bit, nhng vn c s cha r rng trong vic
lm th no kt hp nhng k thut ny li vi nhau thnh mt quy trnh kh thi trong
thc t. qun l d n hiu qu, cn phi tri qua thi gian thc t qun l, thc hin
cc chng trnh tp luyn c qun l to ra kt qu. Ni cch khc, nhng g cn
thit l mt quy trnh cn bng bao gm vic qun l ton b d n t khi bt u n khi
hon thnh. Tht khng may, c mt s lng t cc phng php c cng b ch
dn lm th no tch hp cc k thut li vi nhau theo cch ny.

Cun sch ny s lp y khong trng ny bng cch m t cc quy trnh c s

dng trong mt cng ty tm c th gii qun l hiu qu cc d n phn mm. Cng ty
ny l Infosys, mt cng ty pht trin phn mm c mt thnh tch tuyt vi trong vic
thc hin d n; ch tnh ring trong nm 2000, nhng ngi qun l d n Infosys
s dng cc quy trnh c m t y thc hin thnh cng khong 500 d n cho
khch hng. Cun sch ny tho lun v tt c cc kha cnh khc nhau ca qun l d
n Infosys - lp k hoch, thc hin, v kt thc. Bn s hc lm th no nhng ngi
qun l d n Infosys c lng/d ton, lp k hoch qun l ri ro, thu thp cc s
o (metrics), thit lp cc mc tiu cht lng, s dng cc php o gim st mt d
n, v.v. Mt kha cnh th v ca cc quy trnh ny, s hp dn cho nhng ngi qun l
d n bn rn, l chng khng phc tp, cng khng cng knh, s dng cc s o n
gin.

Infosys c nh gi mc 5 (mc cao nht) ca M Hnh Trng Thnh Nng Lc

(CMM - Capability Maturity Model). Bng cch trch ra cc quy trnh qun l d n t cc
tp hp cc quy trnh Infosys, cun sch ny cng minh ha lm th no cc d n
c qun l trong mt cng ty trng thnh mc cao. Thng qua minh ho ny, ti hy
vng s gii thiu nhng li ch ca CMM cho nhng ngi qun l d n - nhng ngi
khng nghin cu n v thiu thi gian, hoc bi v h nhn thy kh khn khi dng
CMM vo thc hnh qun l d n.

Chng ny gii thiu hai ch to nn bi cnh cho cun sch: CMM v Infosys. Bi v
trng tm ca cun sch l qun l d n v khng phi l CMM, cc cuc tho lun trong
sch tp trung vo cc kha cnh qun l d n ca CMM. Chng ny cng cung cp
mt ci nhn tng quan v quy trnh qun l d n v trng hp nghin cu (case study)
chnh; cc chi tit v nhng vn ny s c tho lun trong phn cn li ca cun

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sch. Trc tin, chng ta hy tho lun ngn gn v vai tr ca quy trnh trong qun l
d n.

1.1 QUY TRNH V QUN L D N

Mt d n phn mm c hai nhm hot ng chnh: pht trin v qun l d n. Nhm d

n quan tm n cc vn v thit k, kim th, ci t m, v.v. Nhm qun l d n
quan tm n hoch nh v qun l cc hot ng t c mc tiu ca d n: chi
ph, thi gian hon thnh, cht lng.

i vi d n nh: mt nhm mt hoc hai ngi lm th c th dng cc k thut khng

hnh thc. K hoch d n c th l mt e-mail xc nh ngy giao hng v c l mt vi
ct mc (milestones) bn trong khong thi gian . Yu cu (requirements) c th c
truyn t trong mt bc th ngn hoc thm ch bng li ni, v cc sn phm trung gian,
chng hn nh ti liu thit k, c th l mnh giy ghi vi vng c lu trong tp giy
c nhn.

Tuy nhin, nhng k thut khng hnh thc ny khng dng c cho cc d n ln:
nhiu ngi lm vic trong nhiu thng, nh hu ht cc d n phn mm thng mi.
Trong nhng d n nh th, vic pht trin phi c lm cn thn theo cc phng
php c th nghim, v kt qu ca cc cng vic ny phi c lp ti liu r rng
nhng ngi khc c th xem xt li (review) chng. Cc cng vic trong d n phi
c hoch nh v phn cng cho cc thnh vin v sau c theo di khi d n bt
u. Ni mt cch khc, d n ln thnh cng th phi gia tng tnh hnh thc v cng
nhc trong qun l v thc hin.

Nhng k thut theo hnh thc cn cc quy trnh c nh ngha r rng thc hin
cc cng vic khc nhau m kt qu tr nn ph thuc nhiu hn vo kh nng ca
cc quy trnh. Nhng k thut hnh thc tip tc c m rng hn na nu cc phng
php nh lng c s dng trong cc quy trnh thng qua vic s dng cc s o ph
hp.

Quy trnh l g? V mt k thut, mt quy trnh cho mt cng vic bao gm mt chui cc
bc cn c theo thc hin cng vic . Tuy nhin, i vi mt cng ty, cc quy
trnh c khuyn co c s dng bi cc k s v nhng ngi qun l d n
nhiu hn mt chui cc bc; chng ng gi nhng g cc k s v nhng ngi qun

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l d n hc c t cc d n c thc hin thnh cng. Thng qua cc quy
trnh, li ch ca kinh nghim c trao cho tt c mi ngi, k c ngi mi gia nhp
cng ty. Nhng quy trnh ny gip nhng ngi qun l v cc k s t c thnh cng
v trnh nhng vn dn n tht bi.

i vi mt d n, cc quy trnh xc nh lm th no thc hin cc hot ng pht

trin nh c t yu cu, thit k, th nghim, v.v. Cc quy trnh qun l d n, mt khc,
xc nh lm th no thit lp cc ct mc (milestones), t chc nhn s, qun l ri ro,
gim st tin , v.v. Cun sch ny tp trung vo quy trnh qun l d n.

Tuy nhin, khi bn xem xt cc quy trnh qun l d n, bn phi t cu hi: liu ngi
qun l d n c mun s dng chng khng? Ti thng nghe nhng ngi thit k quy
trnh than phin rng nhng ngi qun l d n khng thc hin theo cc quy trnh v
rng h khng thch nhng thay i. Kinh nghim ca ti vi nhng ngi qun l d n
ti Infosys v cc cng ty khc l h thc s mun s dng cc quy trnh nhng ch khi
chng hp l v c th gip nhng ngi qun l d n thc hin cc d n ca h tt
hn. Tuy nhin, nhiu ngi qun l d n cm thy phn n khi ngh cc quy trnh
dng nh khng cn thit v ng gp t gi tr cho cng vic ca h. Trong trng hp
ny, cn phi c nhng quy trnh trng lng nh (lightweight processes) c th gip
nhng ngi qun l d n lp k hoch v kim sot cc d n ca h tt hn v cung
cp cho h s linh hot x l cc tnh hung khc nhau.

tr li cho cu hi Ti sao ngi qun l d n cn theo quy trnh?, S.D. Shibulal

ngi thnh lp v gim c Infosys cho rng:

- Quy trnh m t kin thc chung. S dng chng lm tng c hi thnh cng ca
bn.

- Mt quy trnh c th c cc bc d tha, nhng bn s khng phi lun lun bit

trc ci no l khng cn thit, v do bn s c nhiu ri ro nu chn mt
cch nhanh chng.

- Nu khng c quy trnh, bn khng th d on v kt qu ca d n ca bn.

- Bn v cng ty khng th hc mt cch hiu qu m khng c quy trnh c

c nh ngha. Hc tp v ci tin c tnh bt buc trong th gii da trn tri
thc ngy nay.

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 - Quy trnh lm gim mc lo lng ca bn. Cc bn lit k nhng mc cn kim
tra (checklist) chc chn bao gm 80% nhng g cn phi c thc hin. Do ,
nhim v ca bn l lm gim ri ro trong 20% cn li.

1.2 QUN L D N V CMM

Khi chp nhn s dng cc quy trnh hiu qu c th gip thc hin d n thnh cng,
mt cu hi l: Nhng c trng c c mong mun ca cc quy trnh ny l g?
CMM cho phn mm l mt khung lm vic (framework) c gng tr li cu hi ny.

CMM cho phn mm l mt khung lm vic c pht trin bi Vin Cng Ngh Phn
Mm (SEI) ti i hc Carnegie Mellon bng cch quan st cc thc hnh tt nht trong
phn mm v cc cng ty khc. Do , CMM phn nh kinh nghim v quy trnh chung v
mong i ca nhiu cng ty. N xc nh cc cc c im c mong mun ca cc quy
trnh m khng m t cc quy trnh c th. V th, cc quy tnh khc nhau c th thc hin
y cc yu cu ca CMM. N c th c s dng nh gi quy trnh phn mm
ca mt cng ty v xc nh thiu st.

CMM l mt trong nhng khung lm vic ph bin nht ci tin quy trnh phn mm
(cc khung lm vic khc cng thng c s dng l ISO 9001 [3][4][5]). Cc c s
ca CMM c quy nh trong Managing the Software Process [6] ca Watts
Humphrey, v khung lm vic ny c m t y trong The Capability Maturity Model:
Guidelines for Improving the Software Process ca Vin Cng Ngh Phn Mm [7]. Mt
"phin bn mi" ca CMM, c gi l CMM-I, c pht hnh. Nhng bi v trng
tm ca cun sch ny khng phi l v cc m hnh v bi v vn cn t kinh nghim v
CMM-I, ti ch tho lun CMM cho phn mm v cc kha cnh qun l d n, mc d
CMM ny cng bao gm cc vn cng ty v qun l quy trnh. Ti khng tho lun v
cc th tc nh gi, m t ngn gn v nhng vn ny c a ra trong cun sch
CMM in Practice [8], v m t chi tit c a ra trong CMM Based Appraisal for Internal
Process Improvement ca S. Masters [9].

1.2.1 Tng quan v CMM

Mt mc tiu ca CMM l phn bit cc quy trnh trng thnh vi cc quy trnh cha
trng thnh, hoc khng theo th thc (ad hoc). Quy trnh phn mm cha trng thnh

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ng rng cc d n c thc hin m khng c nhiu hng dn, v kt qu ca mt
d n ph thuc phn ln vo kh nng ca nhm d n v lnh o d n. Ngc li,
vi quy trnh trng thnh, mt d n c thc hin bng cch theo cc quy trnh c
nh ngha. Trong trng hp ny, kt qu ca d n l t ph thuc vo con ngi v
ph thuc nhiu hn vo quy trnh. Khi , cc quy trnh cng trng thnh, kt qu ca
d n cng c d on v c kim sot tt hn.

Phm vi ca cc kt qu c th c d on trong mt d n khi n c thc hin

bng cch s dng mt quy trnh l kh nng quy trnh (process capability) ca n. Kt
qu thc t t c trong mt d n c thc hin bng cch s dng quy trnh l hiu
sut quy trnh (process performance) ca n. R rng, hiu sut quy trnh ph thuc vo
kh nng quy trnh. lun ci thin hiu sut quy trnh trong cc d n, bn phi tng
cng kh nng quy trnh, quy trnh t cng phi trng thnh hn.

Con ng dn n mc trng thnh cao hn bao gm mt s trng thi n nh

c xc nh r rng c gi l cc mc trng thnh (maturity levels) ca CMM. Mi
mc trng thnh quy nh c th mt s c im cho quy trnh, mc trng thnh cao
hn c c im cao cp hn c tm thy trong quy trnh phn mm trng thnh hn.
Do , khung lm vic CMM m t cc yu t chnh ca quy trnh phn mm cc mc
khc nhau ca s trng thnh. Bi vy, n cng xc nh con ng m mt quy trnh
phn mm i theo chuyn i t cc quy trnh cha trng thnh n cc quy trnh
trng thnh cao hn. Con ng ny bao gm nm mc trng thnh, nh th hin
trong Hnh 1.1 [7].

mc 1, mc khi to (initial level), d n c thc hin theo cch thc m nhm

d n v ngi qun l d n thy ph hp. Mc lp li (repeatable level) (mc 2) p
dng khi thc hnh qun l d n c s dng, mc d quy trnh cha p dng cho ton
b cng ty. mc nh ngha (defined level) (mc 3), quy trnh cho ton b cng ty
c nh ngha v thng xuyn c thc hin theo. mc qun l (managed level)
(mc 4), nh lng s hiu bit v kh nng quy trnh lm cho n c th d on theo
nh lng v kim sot hiu sut ca quy trnh thc hin d n. mc ti u ha
(optimizing level) (mc 5), kh nng quy trnh c ci tin mt cch c kim sot v ci
tin ny l da trn nh lng.

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 Hnh 1.1.7 Cc mc trng thnh ca CMM

Mi mc trng thnh (tr mc 1) c c trng bi cc lnh vc quy trnh trng im

(KPAs key process areas), xc nh cc lnh vc m ti cc cng ty nn tp trung
nng cao quy trnh ca h n mc trng thnh . Hnh 1.1 cng cho thy KPAs cho
cc mc khc nhau. i vi mt cng ty t c mt mc trng thnh, n phi p
ng tt c cc KPAs mc trng thnh cng nh cc KPAs ti tt c cc mc
trng thnh thp hn.

Duy tr cc quy trnh cc mc cao ca s trng thnh l mt nhim v y thch thc

i hi phi cam kt t cng ty v vn ha lm vic thch hp. Trong 900 nh gi c
tin hnh t nm 1996 n thng 6 nm 2000, kt qu nh gi c cung cp cho

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SEI, ch 3% ca cc cng ty mc 5, v 5% mc 4 [10]. Phn cn li mc 3 hoc
thp hn, vi 38% mc 2 v 18% mc 3.

1.2.2 KPAs cho qun l d n

Mi KPA quy nh c th cc mc tiu m cc quy trnh ca cng ty phi p ng tha

mn KPA . Ngoi ra, mi KPA xc nh mt nhm cc hot ng, c gi l cc thc
hnh ch cht (key practices), p ng cc mc tiu ca KPA . Cc mc tiu cho
mi KPA l nm bt bn cht ca n. Chng xc nh cc mc tiu m CMM t ra cho
cc quy trnh lin quan n KPA. minh ha KPAs kt hp vi qun l d n nh th
no, chng ti tho lun ngn gn v cc mc tiu ca nhng KPAs ny. Nhng mc tiu
ny c ly t CMM [7], vi mt s thay i nh trong cch din t ca mt s mc tiu.

Bng 1.1 lit k tt c cc mc tiu cho KPAs mc 2, cho thy r rng rng trng tm
mc 2 l gn nh dnh ring cho qun l d n. Theo cc mc tiu ny, bn to mt ti
liu k hoch d n, nh gi hiu qu d n ang din ra so vi k hoch v hnh ng
khi hiu sut thc t sai lch ng k so vi k hoch. Cc yu cu (requirements) c
lp ti liu mt cch ng n, v cc thay i yu cu u c qun l. Tt c cc sn
phm lm ra c kim sot, v thay i cc thnh phn u c qun l thng qua mt
k hoch qun l cu hnh. Cc xem xt li (reviews) v kim tra (audits) c thc hin
m bo rng cc quy trnh, k hoch v cc tiu chun ang c tun th. Nu mt
s phn ca d n l hp ng ph vi cc nh cung cp khc th vic gia cng hp ng
ph ny cng c theo di ng cch.

Bng 1.2 trnh by chi tit cc mc tiu ca ba trong by KPAs mc 3. Cc KPAs khc
tp trung vo cc vn t chc v qun l quy trnh. Mt d n trong mt cng ty mc 3
s dng mt phin bn c iu chnh ph hp ca quy trnh chun v ti s dng cc
thnh phn (asset), d liu, v kinh nghim t cc d n trong qu kh cho vic lp k
hoch. Cc nhm khc nhau ng gp vo d n hp tc mt cch sun s thng qua
giao din v c ch c xc nh r rng. Xem xt li (review) c thc hin xc
nh cc li trong cc sn phm c to ra, v h tr y thc hin vic xem xt
li (review) v theo di cc hot ng c cung cp.

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 Bng 1.1. Cc mc tiu cho KPAs mc 2 (Repeatable)

KPA (lnh vc quy

Cc mc tiu (Goals)
trnh trng im)

- Yu cu phn mm c kim sot thit lp mt baseline cho cng

Qun l yu cu
ngh phn mm v cc hot ng qun l.
- Cc k hoch, sn phm, v cc hot ng c lu gi nht qun vi
(RM - Requirements
yu cu.
Management)

- Cc c lng c lp ti liu s dng trong vic lp k hoch v

Hoch nh d n theo di d n.
phn mm - Cc hot ng ca d n v cc cam kt c ln k hoch v c
lp ti liu.
(SPP - Software - Nhm b nh hng v c nhn ng cc cam kt ca h lin quan
Project Planning) n d n.

Theo di v gim st - Kt qu thc t v hiu qu c theo di so snh vi k hoch

d n phn mm phn mm.
- Hot ng khc phc li c thc hin v qun l khi kt qu thc t
(SPTO - Software v hiu sut sai chch ng so vi cc k hoch phn mm.
Project Tracking and - Cc thay i c ng bi cc nhm v c nhn b nh hng.
Oversight)

- Cc nh thu chnh v nh thu ph ng cam kt ca h.

Qun l hp ng
- Cc nh thu chnh theo di kt qu thc t ca nh thu ph v i
ph
chiu vi cc cam kt ca h.
- Cc nh thu chnh v nh thu ph duy tr lin lc lin tc.
(SSM - Software
- Cc nh thu chnh theo di hiu sut thc t ca nh thu ph v i
Subcontract
chiu vi cc cam kt ca h.
Management)

- Cc hot ng m bo cht lng phn mm c ln k hoch.

m bo cht lng
- Tun th ca cc sn phm phn mm v cc hot ng theo cc tiu
phn mm
chun, th tc, v cc yu cu c p dng c xc minh mt cch
khch quan.
(SQA - Software
- Cc nhm v c nhn b nh hng c thng bo v cc hot ng
Quality Assurance)
m bo cht lng phn mm v kt qu.

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 - Cc vn v khng tun th m khng th c gii quyt trong phm
vi d n s c gii quyt bi ngi qun l cp cao.

Qun l cu hnh - Hot ng qun l cu hnh phn mm c ln k hoch.

phn mm - Cc sn phm cng vic (work products) c chn ra kim sot.
- Cc thay i n cc sn phm cng vic c kim sot.
(SCM - Software - Cc nhm v c nhn b nh hng c thng bo v tnh trng v ni
Configuration dung ca cc baselines phn mm.
Management)

Bng 1.2. Cc mc tiu ca ba KPAs mc 3 (Defined)

KPA (lnh vc quy Cc mc tiu (Goals)

trnh trng im)

- Quy trnh phn mm ca d n c nh ngha l mt phin bn

Qun l phn mm tch
c thay i cho ph hp ca quy trnh phn mm tiu chun ca
hp
cng ty.
- D n c lp k hoch v qun l theo quy trnh phn mm ca
(ISM - Integrated
d n c nh ngha.
Software Management)

- Tt c cc nhm b nh hng ng vi yu cu ca khch hng.

Phi hp gia cc
- Tt c cc nhm ng vi cc cam kt gia cc nhm khc nhau.
nhm
- Cc nhm xc nh, theo di, v gii quyt cc vn gia cc
(IC - Intergroup
nhm.
Coordination)

- Xem xt li (review) li cc hot ng c ln k hoch.

Xem xt li
- Li trong cc sn phm cng vic (work products) c xc nh v
loi b.
(PR - Peer Reviews)

Bng 1.3 cho thy cc mc tiu cho hai KPAs mc 4. mc 4, kh nng ca quy trnh
ca cng ty c hiu v mt nh lng. Kh nng ca quy trnh c s dng thit
lp cc mc tiu nh lng cho mt d n. D liu v thc hin d n c thu thp mt
cch lin tc v c so snh vi d liu v hiu sut trong qu kh, nu c s chnh
lch ng k, cc hnh ng khc phc thch hp c p dng a cc d n tr li

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trong tm kim sot. Mt kha cnh quan trng ca mc 4 l vic s dng cc k thut
kim sot quy trnh bng cch dng cc k thut kim sot quy trnh dng thng k mt
cch lin tc m mi hot ng c th c nh gi v v c khc phc bi cc
hnh ng cn thit.

Ba KPAs mc 5 tp trung vo vic ci thin kh nng ca quy trnh (capability of the

process). Trong ba KPAs, KPA Phng Nga Li (Defect Prevention KPA) l ci nh
hng trc tip nht n qun l d n. KPA ny i hi cc li c phng nga mt
cch ch ng bng cch phn tch c h thng nguyn nhn ca li v sau loi b
nhng nguyn nhn . Nu cc li c th c ngn chn xm nhp vo phn mm,
cng sc b ra trong vic loi b chng c th c gim, do nng cao cht lng v
nng sut.

Bng 1.3. Cc mc tiu cho KPAs mc 4 (Managed)

KPA (lnh vc quy trnh Cc mc tiu (Goals)

trng im)

- Cc hot ng qun l quy trnh theo nh lng (quantitative

process management) c ln k hoch.
Qun l quy trnh theo nh
- Hiu sut quy trnh ca quy trnh phn mm c nh ngha
lng
cho d n c kim sot da theo nh lng.
- Kh nng ca quy trnh phn mm theo tiu chun ca cng ty
(QPM - Quantitative
c bit theo nh lng.
Process Management)

- Cc hot ng qun l cht lng phn mm ca d n c

Qun l cht lng phn ln k hoch.
mm - Cc mc tiu o lng c cho cht lng sn phm phn
mm v u tin ca chng c xc nh.
(SQM - Software Quality - Tin thc t hng ti t c cc mc tiu cht lng
Management) cho cc sn phm phn mm c nh lng v qun l.

12
1.3 QUN L D N INFOSYS

Infosys thc hin hng trm d n mi nm. Ton b trch nhim thc hin mt d n
thuc v ngi qun l d n, nhng ngi phi chc chn rng nhm s giao phn mm
c cht lng cao cho khch hng, ng thi gian v trong gii hn chi ph. gip
ngi qun l d n thc hin trch nhim ny, h tr t cng ty ny l cn thit. Phn
ny gii thiu ngn gn v bi cnh Infosys v h tr ca n cho vic qun l d n.

1.3.1 Bi cnh: Infosys

Infosys l mt cng ty phn mm c tr s ti Bangalore, n . Nhim v ca n nh

nu l "l mt cng ty ton cu cung cp cc gii php phn mm tt nht bi nhng
ngi gii nht." N s dng cc m hnh phn phi ton cu, trong khch hng c th
bt c ni no trn th gii. Trong m hnh ny, khch hng c tm kim t bt c
ni no trn th gii ni m cng ty t c li nhun cao nht. p ng yu cu
khch hng, mt s kt hp ca cc quy trnh, cng ngh, v qun l c s dng
tch ring cc cng vic m gi tr c th c thm vo trong cc v tr ti u nht
v sau tch hp li giao cho khch hng.

Infosys hin ang s dng khong 10.000 ngi, vi khong 15 trung tm pht trin ti
bn quc gia v c vn phng ti hn mt chc quc gia. Cng ty c thnh lp nm
1981 bi by chuyn gia phn mm vi ngun vn ban u ch c $ 300. Hm nay,
Infosys c ngun vn hn 8 t la (da trn gi th trng vo thng su nm 2001), v
doanh thu ca n l hn 400 triu la trong nm 2000 (doanh thu nm 1994 l 9.5 triu
la). Khch hng ca n khp ton cu v bao gm tp on ln - hn 60 trong s h
l cc cng ty Fortune 1000 tc l bao gm cc doanh nghip a dng nh: ngn hng,
bn l, sn xut, vin thng, dch v ti chnh, bo him, v giao thng vn ti.

Infosys l mt cng ty c uy tn cao c nh gi l cng ty qun l tt nht v uy tn

nht n v l mt trong cc cng ty cng ngh thng tin hng u chu (IT). N
thu c nhiu gii thng, bao gm gii thng Ramakrishna Bajaj c hnh thnh
sau gii thng Malcolm Balridge. C th ni mt cch an ton rng Infosys l mt trong
nhng cng ty dch v phn mm tt nht trn th gii.

13
Infosys cung cp mt c s h tng hng u nhng ngi qun l d n c th phc
v tt hn nhu cu ca khch hng trn ton th gii. Cng ty cung cp thit b cho hi
ngh truyn m thanh cho hu ht cc nhm nhng ngi qun l d n c th tng
tc d dng vi khch hng v vi cc thnh vin trong nhm nm cc v tr a l khc
nhau. Tng t, cc phng hi ngh qua video c s dng cho s tng tc gia cc
a im khc nhau ca cng ty cng nh cho cc cuc hp o. Khun vin chnh ca n
Bangalore l mt trong cc c s dch v phn mm ln nht trn th gii, vi cc c
s lin quan n cng vic nh th vin, my tnh mnh v cc thit b cho kt ni mng,
cc c s o to, phng tho lun, cc c s chiu, v.v., cng nh cc thit b gii tr
nh mt phng trng by ngh thut, cu lc b sc khe, v c s vt cht dnh cho
bng r, tennis, v.v.

Lm vic theo quy trnh v ci tin l mt phn ca vn ha lm vic ca Infosys, v cc

quy trnh c nh ngha cho hu ht cc cng vic thng xuyn c thc hin.
nh ngha v ci tin quy trnh, trc ht Infosys p dng khung lm vic tiu chun
ISO 9000 v nhn chng nhn ISO vo nm 1993. ci tin hn na quy trnh phn
mm, Infosys sau p dng khung lm vic CMM. Ln u tin n c nh gi
mc 4 trong thng 12 nm 1997, v sau mc 5 trong thng 12 nm 1999. Trong vic
theo ui cc ci tin lin tc, Infosys hin ang s dng khung lm vic Malcolm Balridge
cho tt c cc vn lin quan n ci tin v xy dng i ng lnh o xut sc trong
tt c cc lnh vc hot ng.

1.3.2 H tr ca nhm quy trnh cng ngh phn mm cho cc d

n

B phn m bo cht lng ti Infosys cha nhm quy trnh cng ngh phn mm
(SEPG - software engineering process group). SEPG chu trch nhim phi hp tt c cc
hot ng v quy trnh, bao gm c nh ngha quy trnh, ci tin quy trnh v trin khai
quy trnh. N cng qun l tt c cc thng tin v d liu lin quan n vic s dng cc
quy trnh (chng hn nh c s d liu v quy trnh (process database) v baseline v
kh nng quy trnh (process capability baseline), c tho lun thm trong Chng 2).

Mc d trch nhim i vi tt c cc kha cnh ca sn phm c giao, bao gm cht

lng, thuc v nhm d n, nhng SEPG s to iu kin cho nhm d n thc hin d
n theo ng cc quy trnh. SEPG cng to mt knh c lp gim st v bo co cho

14
ngi qun l cp cao v cc vn ca quy trnh v cht lng. Bi v "cc quy trnh s
khng t bi ri," [6] SEPG gip m bo rng cc quy trnh c nh ngha c
thc hin theo v tr thnh thc hnh chun.

kt thc iu ny, ngoi vic cung cp cc kha o to v quy trnh, SEPG cung cp
mt thnh vin c lin quan n d n nh l mt c vn cht lng phn mm (software
quality adviser). C vn cht lng h tr trong vic nh ngha v thc hin theo cc quy
trnh, m bo rng cc quy trnh c thc hin theo, h tr trong vic phn tch d liu,
v cung cp bt k kha o to cn thit no v quy trnh. Bi v c vn tho v cc quy
trnh, cc hng dn, v.v., s gip chnh ca c vn s din ra trong qu trnh lp k
hoch d n. C vn cng xem xt cc k hoch d n m bo rng n c cha tt
c cc yu t chnh.

Ngoi vic cung cp t vn v gip v cc quy trnh v cc s o (metrics), SEPG

Infosys c lng thi gian hon thnh v qun l vic kim ton mt cch c lp v
thng xuyn (xem Chng 11) m bo rng cc quy trnh c nh ngha v
tiu chun ang c tun th.

1.3.3 S lin quan ca ngi qun l cp cao trong cc d n

Infosys t ho trong vic cung cp gi tr cho khch hng ca mnh thng qua vic giao
cc sn phm xut sc. Tt c mi th ti Infosys, bao gm c c cu t chc ca n,
c thc y bi mc tiu phc v khch hng mt cch hiu qu v khai thc nhanh
chng cc c hi kinh doanh mi.

cung cp cc dch v khch hng, Infosys c nhiu n v kinh doanh. Trong mi n

v kinh doanh, mt nhm (team), ng u l mt ngi qun l d n (project manager),
pht trin mt d n. Ngi qun l d n chu trch nhim cho tt c cc kha cnh trong
thc hin d n, t vic xc nh cc yu cu n ci t sau cng ca phn mm.
Ngi qun l d n bo co cho ngi qun l kinh doanh (business manager) ngi
ny tip tc bo co cho ngi ng u n v kinh doanh (business unit head).

x l cc tnh hung khng th c gii quyt bi ngi qun l d n, ngi qun

l cp cao (senior management) lin quan vo cc d n l cn thit. Infosys, ngi
qun l kinh doanh thng xuyn tng tc vi ngi qun l d n v gim st d n
thng qua cc bo co tnh trng v bo co ti cc ct mc (milestones)(c tho lun

15
trong Chng 11). Ngoi vic thng xuyn theo di, ngi qun l kinh doanh cng gip
gii quyt cc vn khng th c x l bi nhm d n v phi cn n cp ca
mnh (c tho lun trong Chng 8). Ngi qun l kinh doanh cng tng tc vi
khch hng m bo rng h hi lng v bt k vn no c a ra gii quyt
kp thi.

Ngoi ra, nhng ngi cp cao khc cng xem xt li (review) cc d n mt cch nh
k bng cch thng xuyn tham gia vo cuc kim ton ni b (c tho lun trong
Chng 11). Thng qua hai h thng c gi l PRISM (xem xt li (review) d n bi
ngi qun l cp cao) v IPM (qun l d n tch hp/integrated project management)
cc bo co cc ct mc (milestones) v k hoch d n c chun b sn sng
cho ngi qun l cp cao xem xt li. Tt c ngi qun l cp cao d kin s xem xt
mt s d n nh k thng qua h thng ny v cung cp thng tin phn hi n
nhng ngi lnh o d n.

Nhn chung, ngi qun l cp cao duy tr s lin quan n d n ch yu bng cch
gim st m bo rng cc mc tiu ca d n c p ng v khch hng hon
ton hi lng.

1.3.4 o to cho ngi qun l d n

Bi v nhng ngi qun l d n c trch nhim chnh l tha yu cu khch hng, h

cn phi nm vng khng ch thc hin c cc kha cnh k thut ca d n m cn
tng tc vi khch hng, gi thu thp c yu cu khch hng, qun l nhm d
n, v.v. R rng khng ai c th c c tt c cc k nng cn thit, v vy rt quan
trng o to con ngi pht trin cc k nng cn thit. Infosys thc hin mt lot
cc chng trnh gip chuyn i t k s thnh nhng ngi lnh o d n.

Tt c cc k s mi (th sinh) phi tri qua mt chng trnh o to ko di t ba n

bn thng. Ngoi o to v k thut v cng ngh, chng trnh ny c mt chng
trnh ko di mt hoc hai ngy v vn ho kinh doanh, giao tip bng vn bn, ni trc
cng chng, ngn ng c th, v.v.

Sau , khi cc k s sn sng tr thnh nhng ngi lnh o m-un (nhng

ngi qun l pht trin ca mt m-un h thng, c bit l trong cc d n ln hn)
hoc qun l d n, h tham gia mt lot cc chng trnh o to k thut v k nng

16
mm. Bao gm mt kha hc qun qun l d n ko di nm ngy tp trung vo tt
c cc kha cnh ca qun l d n: lp k hoch, gim st, kim sot, v.v. Mt kha hc
ko di hai tun v c t yu cu khch hng v v qun l dy lm th no khi
gi ra nhng yu cu, lm th no lp ti liu chng, lm th no xc minh (verify),
v.v. Chng trnh o to k nng mm ko di nm ngy bao gm cc m-un v nh
gi v qun l nhm d n, quan tm khch hng v qun l khch hng, lnh o, nghi
thc x hi v vn ha kinh doanh cc quc gia khc nhau, v.v.

Cc chng trnh c cung cp khc thng xuyn tp trung vo cc kha cnh khc
nhau ca qun l, nhng ngi lnh o d n tham d cc kha hc ny khi h c thi
gian. Ngoi ra, cc hi tho v xy dng nhm cng c t chc bi cc chuyn gia.

1.3.5 Quy trnh qun l d n

mt nhm thc hin mt d n thnh cng, hng trm cng vic (tasks) phi c
phi thc hin, nhiu cng vic trong s chng ph thuc ln nhau. Qun l mt cch
hiu qu quy trnh ny l cc k quan trng dn n thnh cng. Infosys, tp hp
cc hot ng c thc hin bi ngi qun l d n c xc nh c th trong quy
trnh qun l d n. iu ny kh chun, c ba giai on chnh:

- Hoch nh d n

- Thc hin d n

- Kt thc d n

Trong giai on lp k hoch cho d n (project planning), ngi qun l d n xem xt

li cc cam kt trong hp ng v to ra mt k hoch p ng chng. Vic to mt k
hoch cho d n lin quan n vic nh ngha mt quy trnh vng i (chu k sng/life-
cycle process) c thc hin theo, c lng n lc (effort) v thi gian hon thnh
(schedule), chun b thi gian biu chi tit cho cc cng vic, v.v. N cng bao gm cc
k hoch v cht lng v qun l cu hnh cng nh qun l ri ro. Trong giai on ny,
cc hot ng chnh ca ngi qun l d n nh sau:

- Thc hin cc cng vic khi ng v qun l.

- To mt k hoch cho d n v c lng thi gian hon thnh (schedule).

17
 o Xc nh cc mc tiu ca d n.

o Xc nh mt quy trnh chun ph hp thc hin d n.

o Thay i quy trnh chun p ng c cc yu cu (requirements) ca d

n.

o nh ngha mt quy trnh qun l cc thay i yu cu.

o c lng cc n lc (effort).

o Lp k hoch cho ngun nhn lc v t chc nhm.

o Xc nh cc ct mc (milestones) ca d n v c lng thi gian hon

thnh.

o Xc nh cc mc tiu cht lng v k hoch cht lng t c chng.

o Lp k hoch phng nga li.

o Xc nh ri ro v lp k hoch gim thiu chng.

o Xc nh mt k hoch o lng i vi d n.

o Xc nh mt k hoch o to (training plan) cho d n.

o Xc nh cc th tc theo di d n.

- Thc hin xem xt li cc k hoch v thi gian hon thnh d n.

- C c y quyn t ngi qun l cp cao.

- Xc nh v xem xt li k hoch qun l cu hnh.

- Nhc nh nhm d n thc hin theo k hoch qun l d n.

Ngoi ngi qun l d n, giai on ny lin quan n cc khch hng, mt i din ca

SEPG, v ngi qun l kinh doanh ca d n. Tiu chun nhp l hp ng hoc u
quyn d n c. Tiu chun xut l k hoch d n c lp ti liu v nhm
xem xt li (xem Chng 10).

18
Giai on th hai, thc hin d n (project execution), lin quan n vic thc hin k
hoch d n, theo di tnh trng ca d n, v lm cc hiu chnh bt c khi no hiu sut
ca d n i chch vi k hoch. Ni cch khc, n lin quan n vic theo di v kim
sot vic thc hin theo quy trnh ca d n. Giai on ny l di nht trong quy trnh
qun l d n, kt hp vi cc cng vic nh k nh gim st tnh trng d n v cht
lng v thc hin bt c hiu chnh no nu cn thit. Trong giai on ny, ngi qun
l d n thc hin cc hot ng chnh sau:

- Thc hin d n theo k hoch d n.

- Theo di tnh trng d n.

- Xem xt li tnh trng d n vi ngi qun l cp cao.

- Gim st xem c tun theo quy trnh d n c xc nh.

- Phn tch cc li v thc hin cc hot ng ngn chn li.

- Gim st hiu sut mc chng trnh (program level).

- Tin hnh xem xt li ti cc ct mc v hoch nh li nu cn thit.

Cc thnh vin khc trong nhm cng tham gia trong giai on ny. Tiu chun nhp l k
hoch d n c hon thnh v ph duyt v tiu chun xut l tt c cc sn phm
cng vic (work products) c chp nhn bi khch hng.

Giai on cui cng ca quy trnh qun l d n, kt thc d n (project closure), lin
quan n vic kt thc d n mt cch c h thng sau khi khch hng chp nhn. Mc
tiu chnh y l hc hi t kinh nghim m quy trnh c th c ci tin. Phn
tch d liu ca cc d n hon thnh cu thnh cc hot ng chnh; s o c
phn tch, cc sn phm ca quy trnh (process assets) (nhiu ti liu, nh cc bn mu
(templates) v hng dn (guidelines) c s dng h tr trong vic qun l quy
trnh) c thu thp s dng trong tng lai, v cc bi hc c ghi nhn. Bi v hc
t d n l mc tiu chnh, y l mt nhm cc hot ng c lin quan n ngi qun
l d n, SEPG, v cc thnh vin khc ca nhm. Tiu chun nhp l cc khch hng
chp nhn sn phm. Tiu chun xut l mt cuc hp hu d n (postproject) c

19
tin hnh. Cc kt qu u ra chnh ca giai on ny l bo co kt thc d n v cc
sn phm ca quy trnh (process assets) c thu thp.

Phn cn li ca cun sch ny tho lun v cc yu t khc nhau ca quy trnh qun l.
Phn I bao gm cc chng ring bit dnh cho cc hot ng lp k hoch quan trng,
chng hn nh nh ngha quy trnh v hiu chnh, qun l ri ro, c lng n lc v thi
gian hon thnh (schedule), lp k hoch cht lng, v lp k hoch qun l cu hnh.
Cc cng vic khc trong giai on lp k hoch (nh hoch nh ngun nhn lc, t
chc d n, cc cng c c s dng, th tc theo di d n, v.v.) s c tho lun
ngn gn trong cc Chng 7 v 8. Phn II bao gm cc chng v gim st v kim
sot d n v v kt thc d n.

1.4 TNG QUAN V CASE STUDY ACIC

ACIC Corporation (tn c thay i bo v b mt) l mt vin ti chnh tr gi

nhiu t la. theo kp vi thi i, cch y vi nm, n bt u t t dng cc ng
dng Web, v n mun bt u xy dng mt dch v trc tuyn (on-line service) m
v theo di ti khon. Bi v Infosys xy dng thnh cng mt s dch v in t (e-
services) cho ACIC trc trong mt d n c gi l Synergy (tn c thay i),
ACIC thu Infosys phn tch vn . Cng vic ny c thc hin trong thi gian gii
hn v vt cht (T & M - time and material), tc l, khch hng tr tin cho n lc (effort)
c dng bi Infosys lm vic phn tch. Da trn kt qu phn tch, Infosys
u thu thnh cng d n Web, cung cp mt case study (trng hp nghin cu) ACIC
c dng xuyn sut cun sch ny. D n pht hnh dch v mi thnh cng ng thi
gian, v phn mm hot ng m khng c bt k vn g.

D n ACIC minh ha cho vic lp k hoch v gim st cc cng vic c thc hin
trong mt d n ti Infosys. Nhiu kt qu u ra lin quan n qun l ca d n ACIC
c a vo cc chng trong sch. Chng bao gm nhng iu sau y:

- D liu t d n Synergy, c s dng bi ngi qun l d n ACIC trong sut

thi gian lp k hoch (Chng 2)

- K hoch quy trnh ca d n (Chng 3)

- Mt phn tch v tc ng ca vic thay i yu cu (Chng 3)

20
 - c lng n lc (effort estimation) v thi gian biu (schedule) mc cao, cng
vi mt m t v cch thc thc hin chng (Chng 4)

- K hoch cht lng c cha cc mc tiu cht lng v cc k hoch t

c chng, bao gm c cc k hoch phng nga li v xem xt li (review)
(Chng 5)

- K hoch qun l ri ro m t nhng ri ro ln, nguy c xy ra v tc ng ca

chng, xp u tin, v cc k hoch gim thiu ri ro cho nhng ri ro c u
tin cao (Chng 6)

- Cc k hoch o lng v theo di (Chng 7)

- Lp k hoch qun l cho ton d n, bao gm k hoch qun l nhm d n v

giao tip (communication ) vi khch hng (Chng 8)

- K hoch qun l ton b cu hnh (Chng 9)

- Cc ti liu theo di d n, bao gm c nht k ghi li (defect log), nht k ghi cc

vn pht sinh (issues log), bo co tnh trng (status report), v bo co ti cc
ct mc (milestone report) (Chng 11)

- Chi tit v cng tc phng nga li, bao gm cc kt qu phn tch li v tc ng

ln d n ca k hoch ngn chn li (Chng 11)

- Bo co kt thc ton b d n, bao gm cc s o v cht lng, nng sut, chi

ph cho cht lng, hiu qu loi b li, v.v. (Chng 12)

1.5 TM TT

Qun l d n phn mm c l l yu t quan trng nht trong cc kt qu ca mt d n.

Nu khng c qun l d n ph hp, mt d n gn nh chc chn s tht bi. Nhiu
cng ty pht trin cc quy trnh qun l d n hiu qu. Cun sch ny m t cc quy
trnh ny cho mt trong nhng cng ty nh th, Infosys, c nh gi mc 5 ca
CMM v nhng ngi qun l d n thc hin thnh cng hng trm d n.

Di y l nhng tm tt cho Chng ny:

21
 - Cc quy trnh cho cc kha cnh khc nhau ca qun l d n khng nn c
xem xt trong s c lp. Trong mt quy trnh cn bng, cc thc hnh tch hp
trn tru.

- Cc quy trnh ca mt cng ty nn ng gi cc thc hnh tt nht ca mnh p

dng li, gip cc d n mi thnh cng v trnh tht bi.

- mc cao nht, quy trnh qun l d n bao gm ba giai on: lp k hoch, thc
hin, v kt thc.

- thc hin hiu qu cc d n, ngi qun l d n cn c h tr thng qua

s gip ca mt SEPG trong qu trnh thc hin; ngi qun l cp cao gim
st v gii quyt vn pht sinh; o to tt.

- Nhiu quy trnh then cht c mt tt c cc mc trng thnh ca CMM tp

trung trc tip vo qun l d n.

1.6 CC THAM KHO

1. L.H. Putnam and W. Myers. Industrial Strength Software: Effective Management Using
Measurement. IEEE Computer Society Press, 1997.

2. R.L. Glass. Software Runaways: Lessons Learned from Massive Software Project
Failures. Prentice Hall PTR, 1998.

3. International Standards Organization. ISO 9001, Quality SystemsModel for Quality

Assurance in Design/Development, Production, Installation, and Services. 1987.

4. International Standards Organization. ISO 9000-3, Guidelines for the Application of

ISO9001 to the Development, Supply and Maintenance of Software. 1991.

5. U.K. Dept. of Trade and Industry and British Computer Society. TickIT: A Guide to
Software Quality Management System Construction and Certification Using EN29001.
1992.

6. W. Humphrey. Managing the Software Process. Addison-Wesley, 1989.

22
7. Carnegie Mellon University/Software Engineering Institute. The Capability Maturity
Model: Guidelines for Improving the Software Process. Addison-Wesley, 1995.

8. P. Jalote. CMM in Practice: Processes for Executing Software Projects at Infosys.

Addison-Wesley, 2000.

9. S. Masters. CMM Based Appraisal for Internal Process Improvement (CBA-IPI): Method
Description. Technical Report, Software Engineering Institute, CMU/SEI-96-TR-007, 1996.

10. Software Engineering Institute. Maturity Profile Report,

http://www.sei.cmu.edu/activities/sema/profile.html.

23
Phn I: Lp k hoch cho d n

Chng 2. C s h tng lp k hoch cho d n

Chng 3. Lp k hoch cho quy trnh
Chng 4. c lng n lc v thi gian biu
Chng 5. Lp k hoch cho cht lng
Chng 6. Qun l ri ro
Chng 7. o lng v lp k hoch theo di
Chng 8. K hoch qun l d n
Chng 9. Qun l cu hnh

24
 Chng 2. C s h tng lp k hoch cho d
n

Vo cui cuc hp xem xt li k hoch (plan review meeting) cho d n th 10 ca mnh,

Dinesh, lnh o giao hng ti Infosys vo thi im , cm thy khng vui. Trong khi
xem xt li k hoch ca cc d n, Dinesh nhn thy rng mi ngi qun l d n
lm vic trong mt th gii ca ring mnh, c gng to ra cc quy trnh ti u
thc hin d n ca mnh v lm cc c lng h c th t c mc tiu ra
iu ny xy ra thm ch Dinesh bit rng nhiu d n tng t va c thc hin bi
nhng nhm d n khc m kinh nghim v d liu c th gip lm du ni au ca ngi
qun l d n. Nhng ngi qun l d n khng ch ang u t n lc lp k hoch
cho d n ca h, m h cn ang "lp k hoch" to ra nhng sai lm tng t nh
nhng ngi qun l d n khc trc h. Dinesh nhn ra rng cu tr li cho tnh trng
kh khn ny nm vic to ra mt b nh ca cng ty m mi ngi qun l d n c
th truy cp vo.

Cu hi c gi tr triu la l lm th no xy dng b nh cng ty v s dng n lm

c s h tng lp k hoch cho d n. Cc phn t ca n l g? Lm th no kinh
nghim qu kh c th c ghi li mt cch c h thng v sn sng c ti s
dng? Lm th no Infosys c th gi cho c s h tng lun c cp nht?

Chng ny bn v cc phn t chnh ca c s h tng lp k hoch cho d n ti

Infosys: c s d liu quy trnh, kh nng c s ca quy trnh, v cc thnh phn ca quy
trnh. Trong nhng chng sau, bn s thy lm th no cc phn t ny c s dng
trong lp k hoch d n.

C s d liu quy trnh (CSDLQT) lu gi d liu hiu sut (performance) ca cc d n

hon thnh. Baseline v kh nng quy trnh (process capability baseline) tm tt hiu
sut ca nhiu d n khc nhau. Do n xc nh c th phm vi ca cc kt qu c
mong i nu cc quy trnh tng t c thc hin theo. Cc i tng ca quy trnh
(process assets) l cc ti liu (documents) nh bn lit k nhng mc cn kim tra
(checklists), cc bn mu (templates), phng php (methodologies), v cc bi hc
y l nhng th gip ghi nhn li kinh nghim qu kh v gip nhng ngi qun l d
n v cc k s s dng hiu qu cc quy trnh. Nhng phn t ny thng hin din

25
trong cc cng ty c mc trng thnh (CMM) cao, mc d chng vn c th c s
dng trong cc cng ty khc [1].

2.1 C S D LIU QUY TRNH (CSDLQT)

C s d liu quy trnh l mt kho lu tr lu di d liu v hiu sut quy trnh ca cc d

n; n c th c s dng lp k hoch, c lng, phn tch nng sut v cht
lng, v nhng mc ch khc. CSDLQT bao gm d liu t cc d n hon thnh,
mi d n cung cp mt mu tin (record) trong c s d liu. Nh bn c th tng
tng, c lu tr trong CSDLQT, d liu phi c thu thp, phn tch, v sau
t chc nhp vo (entry). y chng ti tp trung vo cch trnh by d liu trong
CSDLQT ti Infosys; Chng 7 gii thch d liu c thu thp nh th no.

2.1.1 Ni dung ca CSDLQT

s dng cc thng tin trong CSDLQT trong sut qu trnh lp k hoch, nhng ngi
qun l d n thng xuyn tm kim thng tin v cc d n tng t. cho php kim
tra s tng t, bn nn nm bt cc thng tin chung trong CSDLQT v d n, chng
hn nh ngn ng c s dng, nn tng (platforms), c s d liu c s dng, cc
cng c c s dng, kch thc, v n lc (effort). Vi cc loi thng tin ny, mt
ngi qun l d n c th tm kim v tm thy thng tin trn tt c cc d n, v d, tp
trung vo mt lnh vc ng dng c th, s dng mt h qun tr c s d liu c th
(DBMS) hoc ngn ng, hoc mt nn tng c th.

gip ch cho vic lp k hoch d n, bn nn thu thp d liu v n lc, li, thi gian
hon thnh, ri ro, v.v. Nu n lc tng cng c dng cho mt d n c bit n,
cng vi kch thc v s phn phi n lc vo cc giai on pht trin khc nhau, d
liu ny c th c s dng c lng n lc cho d n mi.

V th, d liu c thu thp trong CSDLQT Infosys c th c phn loi nh sau:

- Cc c trng (characteristics) ca d n

- Thi gian biu ca d n

- N lc ca d n

26
 - Kch thc

- Li

D liu v cc c trng ca d n bao gm tn d n, tn ca ngi qun l d n v

cc ngi lnh o m-un ( h c th c lin lc bit thm thng tin hoc lm
r), n v kinh doanh (cho php phn tch da trn n v kinh doanh), quy trnh c
trin khai ( cho php cc phn tch ring bit cc qu trnh khc nhau), lnh vc ng
dng (application domain), nn tng phn cng, cc ngn ng c s dng, DBMS
c s dng, mt m t ngn gn v cc mc tiu ca d n, thng tin v nhng ri ro,
thi gian pht trin d n, v kch thc nhm d n.

D liu v thi gian hon thnh ch yu l ngy bt u v ngy kt thc (d kin v thc
t) ca d n. Cc d liu v n lc ca d n bao gm n lc tng cng c c
lng ban u v n lc thc t, v lng phn phi ca n lc thc t qua cc giai on
pht trin khc nhau, chng hn nh lc bt u d n, qun l yu cu, thit k, ci t,
kim th n v, v cc giai on khc. Chng 7 tho lun cch thu thp nhng d liu
n lc ny nh th no.

Kch thc ca cc phn mm c pht trin c th l s dng m (LOC lines of code),

s lng cc chng trnh n gin, trung bnh, hay phc tp, hoc mt s kt hp ca
cc s o ny. Thm ch nu s im chc nng (FP - Function points) khng c s
dng c lng, bn vn c th c c mt s o (metric) thng nht cho nng sut
bng trnh by kch thc cui cng bng s im chc nng (FP), thng thu c
bng cch chuyn i kch thc c o bng LOC sang s im chc nng (FP) bng
cch s dng bng chuyn i [3].

D liu v li bao gm s lng cc li c tm thy trong cc hot ng pht hin li

khc nhau, v s lng li c tim vo (defects injected) cc giai on pht trin
khc nhau. Do , bn ghi li s lng li c pht hin t cc ngun khc nhau: xem
xt li yu cu (requirements review), xem xt li thit k (design review), xem xt li m
(code review), kim th n v (unit testing), v cc giai on khc. Chng 7 gii thch
lm th no cc d n ghi nhn li cc d liu v li.

Ngoi ra, nhiu ghi ch khc cng c ghi nhn li, bao gm ghi ch v c lng (v
d, cc tiu chun c s dng phn loi mt chng trnh (program) l n gin,

27
trung bnh, hay phc tp) v ghi ch v qun l ri ro (v d, lm th no nhn bit nguy
c ri ro trong sut qu trnh thc hin d n).

2.1.2 V d v mt mc nhp vo c s d liu quy trnh

Hy nhn vo mt mc ca c s d liu quy trnh (CSDLQT) mu ca mt d n, m

chng ti s gii thiu qua tn gi Synergy. Trong d n Synergy, mt ng dng c
xy dng trc y, d liu trong CSDLQT ca n c th c tham kho n bi case
study (d n ACIC). C th l case study ny s tham kho ti mt mc ca CSDLQT
trong sut thi gian lp k hoch.

D liu ca bn bng chnh c trnh by (v d s dng cc tn c ngha, nhng

cc m (codes) c s dng trong cc c s d liu thc t cho cc giai on khc
nhau v cc hot ng v cht lng). Trong v d ny, cc d liu th kh y ; tuy
nhin, trong cc trng hp khc, cc d liu c th khng c y nh vy. Nhng
d liu nh th c th khng phi lc no cng b vt b bi v cc thng tin c th vn c
ch [4]. Do , nhng d liu nh th cn c lu tr vo CSDLQT.

Bng 2.1 cung cp cc thng tin chung v d n, bao gm ngy bt u v ngy kt thc
(start and end dates) (c lng v thc t), n lc c lng (estimated effort) (n lc
thc t khng c lu trong bng ny bi v n c th c tnh ton t bng n lc),
kch thc nhm d n lc cao im, thng tin v ri ro, cc cng c c s dng.
Ngoi ra, cc thng tin khc - v d, v khch hng cng c lu tr trong bng ny.

Bng 2.1. D liu chung v mt d n (General Data about a Project)

Cc c trng chung (General Characteristics)

Tn trng (Field Name) Gi tr ca Synergy (Value for Synergy)

Loi quy trnh (ProcessCategory) Pht trin (Development)

Chu k sng (LifeCycle) Ton b (Full)

Lnh vc nghip v
Mi gii/Ti chnh (Brokerage/Finance)
(BusinessDomain)

Ghi ch iu chnh quy trnh B sung nhm xem xt li cho cc ti liu b nh hng nhiu.
(ProcessTailoringNotes) Chng chnh u tin ca mi nh pht trin c nhm

28
 xem xt li.
(Added group review for high-impact documents. First program
of each developer was group reviewed.)

Kch thc nhm cao im

12
(PeakTeamSize)

Cng c c s dng
VSS for document CM, VAJ for source code
(ToolsUsed)

Ngy bt u d kin
20 Jan 2000
(EstimatedStart)

Ngy kt thc d kin

5 May 2000
(EstimatedFinish)

S gi cng c lng
3,106
(EstimatedEffortHrs)

Dng phng php im trng hp s dng

Ghi ch v c lng
(Use case point approach was one method used for
(EstimationNotes)
estimation.)

Ngy bt u thc t
20 Jan 2000
(ActualStart)

Ngy kt thc thc t

5 May 2000
(ActualFinish)

S lm vic thng qua lin kt n c s d liu ca khch

Ri ro u tin
hng
(First Risk)
(Working through link on customer DB)

Ri ro th hai Yu cu b sung
(Second Risk) (Additional requirements)

Mt mi
(Third Risk)
(Attrition)

Lm vic vi nhiu thay i; ng thc hin cc m rng

sau khi chp nhn sn phm ny; nhm s xy dng cc thc
Ri ro th ba
(Worked in shifts; agreed to take enhancements after
(RiskNotes)
acceptance of this product; team building exercises were
done.)

29
Bng 2.2 lu gi cc thng tin v n lc. i vi cc giai on khc nhau trong quy trnh
ny, n bao gm d liu v nhng n lc c dng cho cc hot ng v n lc dng
lm li cng vic (rework) sau . N lc lm li c thu thp bi v n gip ch trong
vic tnh ton v hiu v chi ph ca cht lng. Bng 2.2 cho thy cc d liu v n lc
ca d n Synergy tnh theo ngi-gi (person-hours). N lc c c lng cho cc
giai on cng c ghi nhn. (N lc tng cng c dng trong cc giai on chu k
sng l 2,950 ngi-gi, v trong vic xem xt li l 223 ngi-gi, do n lc thc t
c dng tng cng l 3,173 ngi-gi; trong khi n lc tng cng c c lng l
3,012 ngi-gi.)

Table 2.2. D liu v n lc (Effort Data)

N lc ca cc giai on (Effort by Stage)

Giai on (Stage) N lc ca cng vic N lc xem xt li c c lng

(Task Effort) (Review Effort) (Estimated)

Requirements analysis 0 0 0

Design 414 32 367

Coding 1147 76 1182

Independent unit testing 156 74 269

Integration testing 251 30 180

Acceptance testing and 183 0 175

installation

Project management 237 8 357

Configuration management 30 3 38

Project-specific training 200 0 218

Others 332 0 226

Bng 2.3 c cha thng tin v li. C mong mun bit c khng ch khi no mt li
c pht hin m cn khi no n c tim vo (injected). Do , bn nn ghi nhn li
s lng li c tm thy cho mi kt hp: giai on tim vo (injection stage) v giai
on pht hin (detection stage) (tc l, li c tm thy trong ti liu/sn phm ca
cc giai on pht trin no v hot ng m bo cht lng no pht hin ra c

30
li ). Cc giai on pht hin li (detection stages) bao gm: xem xt li (reviews) v
kim th (testing). Trong khi , cc giai on tim li (injection stages) bao gm: yu cu
(requirements), thit k (design), v ci t m (coding). Nu bn c th tch ring ra
c cc li c pht hin ng theo tng giai on tim chng vo, khi bn
c th tnh ton c hiu qu ca vic loi b ca cc giai on pht hin li. Thng tin
ny c th hu ch cho vic xc nh cc khu vc cn c ci tin thm. Bng 2.3 cho
thy d liu v li ca d n Synergy.

Bng 2.3. D liu v li ca d n Synergy

Requirement Design Code Unit System Acceptance

Review Review Review Testing Testing Testing
Requirements 0 0 0 1 1 0
Giai
on Design 14 3 1 0 0
tim li
Coding 21 48 17 6

Giai on pht hin li

Bng 2.4 cha thng tin v kch thc ca d n. Cc ngn ng khc nhau c th c
s dng trong mt d n, do , bng ny c th c nhiu mc. Nhiu n v o kch
thc khc nhau c th c s dng. Ni chung, nu kch thc c o bng LOC,
kch thc bng im chc nng (FP - Function points) cng c th c tnh bng cch
s dng cc bng chuyn i khi cn thit. Nhng thng tin ny c s dng tnh
ton nng sut (productivity) thng qua s im chc nng (FP). Bi v kch thc l mt
yu t quan trng trong vic xc nh nng sut, cc yu t khc, chng hn nh h iu
hnh v phn cng c s dng, cng c thu thp. Bng 2.4 cho thy cc gi tr ca
d n Synergy.
Bng 2.4. D liu v kch thc ca d n Synergy

Kch thc (Size)

Ngn ng H iu H qun tr n v o kch Kch thc m

lp trnh hnh c s d liu Phn cng thc thc t
(LangCode) (OSCode) (DBMSCode) (HWCode) (MeasureCode) (ActualCode Size)

Java Windows PC LOC 8,082

Persistent Windows DB2 Client MC LOC 12,185

Builder NT

31
2.2 BASELINE V KH NNG CA QUY TRNH (THE PROCESS
CAPABILITY BASELINE)

C s d liu quy trnh (CSDLQT) cha d liu ca tng d n,baseline v kh nng ca

quy trnh cho bit mt hnh nh tc thi v kh nng (c nh lng) ca quy trnh ti
mt s im thi gian. Kh nng ca mt quy trnh (capability of a process) v bn cht l
phm vi ca cc kt qu d kin ca mt d n nu quy trnh ny c p dng [5]. Kh
nng ca mt quy trnh n nh c th c xc nh t nng lc trong qu kh ca quy
trnh. Nu cc baseline c xy dng thng xuyn, cc khuynh hng (trends) v kh
nng ca quy trnh c th c xc nh d dng y l l do quan trng cn c mt
CSDLQT.

Vn pht sinh u tin phi c gii quyt l CSDLQT nn phi cha ci g tc l

n nn cha cc cc loi "kt qu" no. CSDLQT Infosys cha hiu sut ca quy trnh
(process performance): nng sut, cht lng, thi gian hon thnh (schedule), s phn
phi (distribution) n lc v phn phi li. N xc nh cc vn sau y:

- Cht lng c giao (Delivered quality)

- Nng sut (Productivity)

- Thi gian biu (Schedule)

- S phn phi n lc (Effort distribution)

- T l tim li (Defect injection rate)

- Hiu qu ca vic loi b li xuyn sut chu k sng (In-process defect removal
efficiency)

- Chi ph cho cht lng (Cost of quality)

- S phn phi li (Defect distribution)

Nhng thng tin ny c th c s dng trong vic lp k hoch d n. V d, mt

ngi qun l d n c th s dng nng sut v kch thc c c lng c
lng n lc cho d n v c th s dng s phn phi n lc d on n lc cho cc
giai on pht trin khc nhau v thc hin phn cng nhn s. Tng t nh vy, bn

32
c th s dng t l tim li d on tng s li v c th s dng d liu v s phn
phi li d on mc li (defect levels) ca cc hot ng pht hin li khc nhau.
Hiu qu tng th ca vic loi b li hoc cht lng c th c s dng d bo s
li cn st li sau khi sn phm phn mm c giao cho khch hng v lp k hoch
cho vic bo tr.

CSDLQT cng c vai tr quan trng trong qun l quy trnh tng th ca cng ty. V d,
bn c th d dng o s ci tin quy trnh bng cch phn tch cc khuynh hng trong
CSDLQT theo thi gian. Bn cng c th ci tin vic lp k hoch cho cc sng kin ci
tin bng cch s dng thng tin v s phn phi n lc v phn phi li, t l pht sinh
li, hiu qu loi b li, v cc s o khc.

Bi v mt baseline cho thy kh nng ca mt quy trnh, bn phi to ra mt baseline

ring bit cho mi quy trnh trong cng ty. Infosys, cc quy trnh ring bit c nh
ngha cho cc d n: bo tr, ti cu trc (reengineering), v pht trin (development); do
, mt baseline ring bit c nh ngha cho mi quy trnh ny. Tuy nhin, cc quy
trnh ny th qu rng v chng ch cung cp hng dn chung chung. Nu mt loi d n
c th c thc hin thng xuyn, mt CSDLQT cho loi d n s c xy dng.
Khi , baseline s trnh by mt phm vi (range) ca kt qu d kin gn kht hn ( sai
lch thp) cho cc d n c cng loi.

CSDLQT c trnh by trong Bng 2.5 c th c s dng p dng cho cc d n

pht trin v cc d n s dng ngn ng thuc th h th ba (3GL - Third-Generation
Languages). V d, CSDLQT cho cc d n bo tr s khc i khng ch cc con s thc
t trong CSDLQT m cn thng tin c lu tr ( ph hp vi quy trnh bo tr).

Gii thch v CSDLQT ny cng khng kh. CSDLQT ni rng nng sut trung bnh l
khong 12 im chc nng (FP) cho mi thng-ngi (person-month), vi dao ng trong
khong t 4 n 31 im chc nng (FP). Cht lng trung bnh ca cc d n ny l
0.02 li trn mi im chc nng, vi dao ng trong khong t 0.00 n 0.094. CSDLQT
cng cho bit cc gi tr trung bnh v khong dao ng ca cc thng s khc, nh t l
tim li (defect injection rate) v hiu qu ca vic loi b li tng th (total defect removal
efficiency). T l tim li (defect injection rate) thng c a ra tng ng vi kch
thc cng nh n lc, v th n lc cng nh kch thc c c lng c th c
s dng c lng s li. Chi ph ca cht lng bao gm chi ph ca tt c cc hot

33
ng c th gip phng nga hoc loi b li. i vi n lc, li, cc t l tim li, v s
phn phi ca chng qua cc giai on khc nhau cng c ghi nhn.

Bng 2.5. C s d liu v kh nng ca quy trnh pht trin d n

Baseline tng qut, cc d n

Tham s Cc ch
STT pht trin (General Baseline,
(Parameter) (Remarks)
Development Projects)

1 Cht lng S li c giao/FP 0.000.094 Li c giao/FP

c giao (trung bnh: 0.021)
(Delivered Defects /FP (Delivered
(Delivered Defects = Acceptance Defects + (0.000.094 Delivered
Quality) Warranty Defects)) Defects/FP (avg: 0.021))

Cht lng c din t bng n 0.000.012 Li c

lc giao/Ngi-gi (trung bnh:
0.003)
(Quality expressed in terms of
effort) (0.000.012 Delivered
Defects/Person-hour (avg:
0.003))

2 Nng sut i vi cc ngn ng th h th 3 431 FP/Ngi-thng (trung

bnh: 12)

(Productivity) (For Third-Generation Languages) (431 FP/person-month (avg:

12))

i vi cc ngn ng th h th 3 10129 FP/Ngi-thng (trung

bnh: 50)

(For Fourth-Generation (10129 FP/person-month (avg:

Languages) 50))

3 S bm theo 81% ca d n c giao trong

thi gian biu khong 10% ca thi gian hon
thnh c ng
(Schedule (81% of projects delivered within
Adherence) 10% of the agreed schedule)

34
4 N lc

(Effort)

4.1 N lc xy dng N lc xy dng cho mt d n Nh nht-Trung bnh-Ln nht

trung bnh
2-4-6 ngi-ngy
(Build Effort) (Build effort for a medium
(MinMeanMax
program)
246 person days)

4.2 Phn phi n Nh nht-Trung bnh-Ln nht

lc
(MinMeanMax)
(Effort
Distribution)

Req. Analysis + Design 11529%

Build (Code + Code review + UT) 224160%

Coding 14 33 52%

Review 1411%

Unit Testing 1514%

Integration Testing + System 1920%

Testing

Acceptance Testing & Warranty 1 823%

Project Mgmt + Config. Mgmt 11020%

Training 1714%

Others 11026%

5 Li
(Defects)

5.1 T l tim li T l tim li tng th trong ton 0.021.12 Li/FP (trung bnh:
b chu k sng tnh theo kch 0.33)
(Defect Injection thc
Rate) (Overall LC defect injection rate in (0.021.12 Defects/FP (avg:
terms of size) 0.33))

35
 T l tim li tng th trong ton 0.000.1516 Li/Ngi-gi
b chu k sng tnh theo n lc (trung bnh: 0.052)

(Overall LC defect injection rate in (0.000.1516 Defects/person-

terms of size) hour (avg: 0.052))

T l tim li trong giai on ci 0.020.57 Li/Ngi-gi (trung

t m bnh: 0.155)

(Defect injection rate in the coding (0.020.57 Defects/person-hour

phase (in terms of effort)) (avg: 0.155))

5.2 Phn phi ca Requirements and Design Approx. 30%

tim li

(Defect injection
distribution)

Coding Approx. 70%

5.3 Hiu qu loi b Cho ton b chu k sng 78100% (avg: 94%)
li trong sut
chu k sng

(In-process (For the entire life cycle)

Defect Removal
Efficiency)

6 Chi ph ca cht (Review effort + rework effort + 32%

lng test effort + training effort) as a
(Cost of Quality) percentage of total effort

7 Phn phi li % of Total Defects MinMean

Max
(Defect
Detection
Distribution)

Req. Spec Review + HLD Review 21320%

+ Detail Design Review

36
 Code review + Unit Testing 215383%

Integration Testing + System 32856%

Testing

Acceptance Testing 1617%

2.3 CC THNH PHN (ASSETS) CA MT QUY TRNH V H

TRI THC (KNOWLEDGE SYSTEM)

Nh tho lun Chng 1, mt quy trnh ng gi kinh nghim ca mt cng ty di

hnh thc mt "cng thc nu n" thnh cng. Tuy nhin, m t quy trnh thng cha
mt trnh t cc bc cn c thc hin, xc nh nhng ngi thc hin chng, nu r
tiu chun nhp v xut cho cc bc chnh, v.v. to iu kin thun li cho vic s
dng cc quy trnh, cc hng dn (guidelines), bn lit k nhng mc cn kim tra
(checklists), v cc bn mu (templates) thng cung cp cc h tr hu ch. Tt c cc
ti liu ny c gi chung l cc thnh phn ca mt quy trnh (process assets).

Hnh 2.1. Cc thnh phn ca mt quy trnh (Process assets)

Cc hng dn (guidelines) thng cung cp cc quy tc (rules) v th tc (procedures)

thc hin mt bc. V d, mt bc trong qu trnh lp k hoch d n "c lng
n lc." thc hin bc ny, ngi qun l d n cn cc hng dn. Bn lit k
nhng mc cn kim tra (checklists) thng c hai loi: bn lit k nhng mc cn kim

37
tra cho hot ng (activity checklists) v bn lit k nhng mc cn kim tra cho vic xem
xt li (review checklists). Nh tn gi, mt bn lit k nhng mc cn kim tra cho hot
ng (activity checklist) l mt danh sch cc hot ng cu thnh mt bc ca quy
trnh. Mc ch ca bn lit k nhng mc cn kim tra cho vic xem xt li (review
checklist) l tp trung s quan tm ca nhng ngi kim tra vo cc li thng gp
kt qu u ra (output) ca quy trnh. Cc bn mu (templates) cung cp cc cu trc ca
cc ti liu m ti kt qu ca quy trnh hoc ca mt bc c th t c. Hnh 2.1
cho thy mi quan h gia quy trnh v cc thnh phn ny.

Bng 2.6. Cc hng dn (guidelines), bn lit k nhng mc cn kim tra

(checklists), v bn mu (templates) c dng qun l d n

Hng dn (Guidelines) Bn lit k nhng mc cn kim tra Bn mu

(Checklists) (Templates/Forms)

Hng dn c lng n Bn lit k nhng mc cn kim tra Ti liu c t yu cu

lc v thi gian hon thnh cho phn tch yu cu
(Effort and schedule (Requirements analysis checklist) (Requirements
estimation guidelines) specification document)

Th tc xem xt li theo Bn lit k nhng mc cn kim tra Ti liu k hoch kim th

nhm lp k hoch kim th n v v kim n v
(Group review procedure) th h thng
(Unit test and system test plan (Unit test plan document)
checklists)

Hng dn iu chnh quy Bn lit k nhng mc cn kim tra Ti liu k hoch kim th
trnh cho qun l cu hnh chp nhn
(Process tailoring (Acceptance test plan
guidelines) (Configuration management checklist) document)

Hng dn c lng v Bn lit k nhng mc cn kim tra K hoch qun l d n

gim st li cho bo co tnh trng (trng thi)
(Defect estimation and (Project management plan)
monitoring guidelines) (Status report checklist)

Cc hng dn o v phn Bn lit k nhng mc cn kim tra K hoch qun l cu hnh

tch d liu cho xem xt li yu cu
(Guidelines for (Configuration
measurements and data (Requirement review checklist) management plan)

38
 analysis)

Cc hng dn qun l ri Bn lit k nhng mc cn kim tra Bo co phn tch s liu

ro cho xem xt li thit k chc nng c o
(Risk management
guidelines) (Functional design review checklist) (Metrics analysis report)

Cc hng dn d theo Bn lit k nhng mc cn kim tra Bo co tnh trng (trng

yu cu cho xem xt li k hoch d n thi) ti ct mc
(Guidelines for requirement
traceability) (Project plan review checklist) (Milestone status report)

Cc hng dn ngn chn Bn lit k nhng mc cn kim tra Bo co phn tch ngn
li cho xem xt li m C++ chn li
(Defect prevention
guidelines) (Code review checklist for C++) (Defect prevention analysis
report)

Mc ch chnh ca cc thnh phn ny l gip s dng cc quy trnh d dng hn

bng cch tit kim n lc (chi ph), t nng cao nng sut. V d, s dng mt bn
mu (template) c sn s gip to ra mt ti liu s d dng v t tn thi gian hn so vi
vic phi to ra n t u. Nhng thnh phn ny cng gip ci thin cht lng ca d
n bng cch cung cp cc hng dn ph hp; cc bn lit k nhng mc cn kim tra
cho hot ng gip gim thiu s lng cc li c tim vo thm; v vic h tr cho
vic xem xt li s gip sm pht hin li.

Tm li, t c nhiu li ch t tip cn dng quy trnh thc hin d n, nhng

vic quan trng cn phi lm l to v s dng cc thnh phn ca quy trnh. Infosys,
tt c cc hng dn, bn lit k nhng mc cn kim tra, v cc bn mu c sn trc
tuyn v c cp nht thng xuyn. Bng 2.6 cho thy mt bn mu ca cc ti liu
lin quan n qun l d n.

Ngoi nhng thnh phn chung ny (l mt phn ca h thng qun l cht lng
Infosys), ngi qun l d n c th mun s dng li mt s kt qu u ra ca mt d
n tng t ( vi kha cnh) trong qu kh. Ti s dng cc i tng (artifacts) c
sn s gip tit kim cng sc v tng nng sut. thc y mc tiu ny, cc thnh
phn ca quy trnh ca cc d n cn c thu thp khi d n chm dt. Cc thnh phn

39
c thu thp v c c cung cp cho vic ti s dng thng qua mt h thng ring
bit, bao gm:

- K hoch qun l d n

- K hoch qun l cu hnh

- Thi gian biu (schedule)

- Cc chun, bn lit k nhng mc cn kim tra, hng dn, bn mu, v cc h

tr khc

- Cc cng c c pht trin v cc ghi ch lin quan

- Ti liu tp hun

- Cc ti liu khc c th c ti s dng bi cc d n trong tng lai

Mc d cc thnh phn ca quy trnh c gng ng gi kinh nghim thng qua cc bn lit
k nhng mc cn kim tra, bn mu, v.v., nhng chng khng th lun lun ghi nhn
c ht cc hnh thc a dng ca kin thc c th t c trong vic thc hin d n.
Vic ghi nhn v ti s dng cc hnh thc khc nhau ca kin thc i hi phi qun l
kin thc ng cch thc y l iu rt quan trng trong cc cng ty da trn tri thc
(knowledge-based organizations) nh: cc nh cung cp gii php (solution providers) v
cc cng ty t vn (consulting companies). Nhiu cng ty pht trin cc h thng
dng li mt cch hiu qu kinh nghim v kin thc nhn vin ca h. Infosys, bn
cnh c s d liu quy trnh v cc thnh phn ca quy trnh cn c mt h thng c
gi l khung ca kin thc (BOK - body of knowledge) c s dng ng gi kinh
nghim.

H thng BOK dng Web c tin ch tm kim theo kha ring hoc theo tn tc gi. Kin
thc trong BOK, m ch yu l trong cc bi vit (articles), c t chc theo cc ch .
Cc ch chnh bao gm:

- My tnh v cc dch v truyn thng (Computer and communication services)

- c t yu cu (Requirements specification)

- Xy dng (Build)

40
 - Cc cng c (Tools)

- Cc phng php v k thut (Methodologies and techniques)

- Gio dc v nghin cu (Education and research)

- Thit k (Design)

- Xem xt li, thanh tra, v kim th (Reviews, inspection, and testing)

- m bo cht lng v nng sut (Quality assurance and productivity)

- Qun l d n (Project management)

H thng BOK ng cc bi vit lin quan n nhng bi hc kinh nghim v thc hnh
tt nht. Cc mc th kh tng qut v khng gn st vi mt d n c th. S dng mt
bn mu (template) c xy dng cho mc ch ny, bt k thnh vin no ca cng
ty cng c th gi mt mc a vo BOK. Mi by vit trc khi c ng phi tri
qua qu trnh xem xt li (review), trong tp trung vo tnh hu dng, tnh tng qut,
c thay i nu cn thit, v cc c im khc. Vic kim sot qu trnh bin tp lun
c duy tr m bo rng cc mc p ng c cc tiu chun cht lng. Cc h
tr v ti chnh c thc hin ng vin cc nhn vin gi thng tin n BOK, v
cc b phn qun l BOK tch cc theo ui cc bi vit mi.

2.4 TM TT

Ngi qun l d n c th lp k hoch d n tt hn nu s dng li kinh nghim t

cc d n trong qu kh. C s h tng lp k hoch cho d n c th gip thu thp
d liu v cc bi hc mt cch hiu qu, v cng gip nhng ngi qun l d n c th
s dng li chng. Cc phn t chnh ca c s h tng lp k hoch ti Infosys l c
s d liu quy trnh, baseline v kh nng ca quy trnh (kh nng c s ca quy trnh),
v cc thnh phn ca quy trnh. Nhng phn t ny c cc c im chnh sau y:

- Mt CSDLQT cha cc d liu hiu sut ca cc d n hon thnh. N cha

d liu v ri ro, n lc v s phn phi n lc, li v s phn phi li, kch thc,
v cc c trng khc ca d n.

41
 - Baseline v kh nng ca quy trnh tm tt hiu sut quy trnh trong sut thi gian
thc hin cc d n, t xc nh phm vi ca cc kt qu d kin nu cc quy
trnh ny c p dng. N bao gm cc s o nh cht lng, nng sut, hiu
qu loi b li, v s phn phi li v n lc.

- Cc thnh phn ca quy trnh l cc ti liu (documents) nh cc bn lit k

nhng mc cn kim tra (checklists), cc bn mu (templates), cc phng php
(methodologies), v cc hng dn (guidelines). Chng gip nng cao nng sut
bng cch gim n lc cn thit thc hin mt s cng vic, v chng nng cao
cht lng bng cch sm pht hin v gim li.

Nu nhng phn t ny cha c trong cng ty, nhng ngi qun l d n c th xy

dng cc hnh thc gii hn (limited forms) ca mt vi trong s cc phn t ny. Vi
ngi qun l d n cng nhau thu thp kinh nghim ca h c th xy dng mt
CSDLQT gii hn (limited process database). Vn pht sinh y l thc hin phn
tch cc d n kt thc (c tho lun trong Chng 12). Khi bn to c mt
CSDLQT gii hn, bn cng c th trch lc ra mt s kha cnh ca CSDLQT. Vic xy
dng mt tp hp cc thnh phn ca quy trnh thm ch cn d dng hn; bn ch n
gin l thu thp cc bn mu, bn lit k nhng mc cn kim tra, v cc ti liu tng t
khc c s dng trong d n. Sau , bn nn xem xt li, tinh chnh li v lm cho
chng sn sng c dng.

Nhng phn t v c s h tng ny khng trc tip p ng cc yu cu ca cc KPAs

c lin quan n qun l d n ca CMM. Tuy nhin, chng cn thit p ng nhiu
KPAs c lin quan n qun l CMM mc 3 v 4. Cc h thng c tho lun trong
chng ny cng p ng cc yu cu ca mt s KPAs khc ca CMM. V d, s tn ti
ca mt c s d liu quy trnh, c cn cho CMM mc 3, qun l cc thnh phn
ca quy trnh. Baseline v kh nng ca quy trnh (process capability baseline) th cn
thit cho c hai KPAs CMM mc 4.

42
2.5 CC THAM KHO

1. P. Jalote. Use of Metrics in High Maturity Organizations, SEPG2K Conference, Seattle,

2000.

2. W. Humphrey. Managing the Software Process. Addison-Wesley, 1989.

3. C. Jones. Applied Software Measurement: Assuring Productivity and Quality, second

edition. McGraw Hill, 1996.

4. R. Grady and D. Caswell. Software Metrics: Establishing a Company-wide Program.

Prentice Hall, 1987.

5. Carnegie Mellon/Software Engineering Institute. The Capability Maturity Model:

Guidelines for Improving the Software Process. Addison-Wesley, 1995.

43
 Chng 3. Lp k hoch cho quy trnh

Ravi, ging nh nhiu ngi qun l d n, nghin cu m hnh thc nc (waterdall

model) ca pht trin phn mm nh quy trnh vng i phn mm (software life-cycle
process) chnh. ng lm tt c cc thit lp cn thit s dng n cho d n sp ti
(nhim v u tin c phn cng cho ng ta). Tuy nhin, Ravi thy rng m hnh thc
nc khng th c s dng bi v khch hng mun phn mm c gi giao theo
tng giai on, iu ny c ngha l h thng s c chuyn giao theo tng phn ch
khng phi giao ton b.

Tnh hnh trong nhiu d n khc cng tng t nh vy. Th gii thc him khi xut
hin mt vn m mt quy trnh chun, hoc mt quy trnh c s dng trong mt
d n trc , c th c s dng li cho n mt cch tt nht. t c s ph
hp nht, quy trnh hin ti phi c thay i cho ph hp vi vn mi.

Chng ny m t quy trnh pht trin (development process) Infosys v thay i quy
trnh (process tailoring). Mt quy trnh pht trin, ngay c sau khi b thay i, thng
khng th qun l cc yu cu thay i (change requests). p ng cc yu cu thay
i m khng lm mt kim sot d n, bn phi b sung vo quy trnh pht trin mt quy
trnh qun l thay i yu cu (requirement change management process). Chng ny
cng m t quy trnh qun l thay i yu cu ti Infosys.

3.1 QUY TRNH PHT TRIN INFOSYS

Trong qu trnh lp k hoch cho d n, ngi qun l d n phi quyt nh quy trnh
no c s dng pht trin phn mm. y l vn rt quan trng bi v phn ln
cc hot ng pht trin s b chi phi bi quyt nh ny. N ging nh khi bn ang xe
trong mt hnh trnh - cc tuyn ng c hoch nh trc s xc nh hng i
m bn s tip tc li xe i theo.

C vi m hnh quy trnh pht trin phn mm ang tn ti. Nhng m hnh ph bin
nht bao gm: m hnh thc nc (waterfall model) [1], tng trng theo vng lp
(iterative enhancement) [2], to mu (prototyping) [3], v xon c (spiral) [4]. Trong , m
hnh thc nc c s dng rng ri nht, n t chc cc giai on theo mt trnh t

44
tuyn tnh, mc d hu ht cc ci t (implementations) ca m hnh ny thng c
iu chnh gim thiu cc thiu st ca n.

mc v m, mt quy trnh chun (standard process) c th t chc mt cch ti u

cc giai on cho mt lp (loi) cc d n v lm im khi u tt nh ngha cc quy
trnh mi. Tuy nhin, mt quy trnh chun khng th ph hp cho tt c cc tnh hung;
quy trnh tt nht c th l mt bin th ca mt quy trnh chun. Do , quyt nh s
dng quy trnh no, ngi qun l d n phi chn mt quy trnh c s (base process) v
sau quyt nh n phi c thay i nh th no cho ph hp vi mt d n c th.
Phn cn li ca phn ny tho lun v quy trnh pht trin chun c s dng ti
Infosys v gii thch n c thay i nh th no bi nhng ngi qun l d n.

3.1.1 Quy trnh chun (Standard process)

Quy trnh pht trin chun (standard development process) c s dng ti Infosys
tng t nh m hnh thc nc, mc d cc giai on truyn thng b phn chia
thnh cc giai on nh hn, cho php thc hin song song vi giai on. V d, lp
k hoch kim th h thng (system testing) c thc hin nh mt giai on ring
bit, y l cch cho php cc nhm d n c th lp k hoch thc hin giai on
kim th song song vi giai on ci t m (coding), mc d theo truyn thng vic kim
th h thng ch din ra sau khi ci t m xong.

Cc giai on trong quy trnh bao gm: phn tch yu cu (requirements analysis), thit k
mc cao (high-level design), thit k chi tit (detailed design), xy dng (build), kim th
n v (unit testing), lp k hoch tch hp (integration planning), tch hp (integration), lp
k hoch kim th h thng (system test planning), kim th h thng (system testing),
lp ti liu (documentation), chp nhn (acceptance) v ci t (installation), v h tr bo
hnh (warranty support). Hnh 3.1 m t cc giai on v s ph thuc gia chng. Thng
tin chi tit v cc giai on khng c m t y (M t chi tit c cho trong [5]).

45
 Hnh 3.1. Quy trnh pht trin Infosys

M t hnh thc (formal description) ca quy trnh ny xc nh c th tiu chun nhp,

xut (entry and exit criteria), u vo v u ra (inputs and outputs), nhng ngi tham
gia (participants), cc hot ng (activities), v cc thng tin khc cho tng giai on
(stage). Cc m t quy trnh th thng ngn gn, xc nh danh sch cc hot ng
c thc hin trong giai on .

Quy trnh tng th vn gi nguyn ngay c khi p dng cho mt d n dng tip cn
hng i tng, d cho c mt s cc giai on c thc hin khc i trong d n nh
vy. S khc bit nm ch yu trong giai on phn tch v thit k, mc d cc hng
dn v cc chun ca cc giai on sau cng khc i.

Quy trnh c s ny cng c s dng cho cc d n pht trin theo vng lp (iterative
development) hoc to mu (prototyping) hoc ch thc hin mt s giai on ca chu k
sng. Trong nhng trng hp ny, quy trnh chun ny s c iu chnh cho ph hp
vi d n.

3.1.2 iu chnh quy trnh (process tailoring)

Khng quy trnh no c nh ngha trc - d l mt quy trnh chun hoc quy trnh
c s dng trong mt d n trc - s c p dng tt cho tt c cc tnh

46
hung v tt c cc d n. Mt quy trnh c sn phi c iu chnh li cho ph hp vi
cc nhu cu ca d n hin ti.

Vic iu chnh (tailoring) mt quy trnh ( c nh ngha trc y) l c c mt

quy trnh mi ph hp cho mt cng ty c th hoc cc nhu cu k thut ring ca mt d
n [5][6]. Bn c th xem vic iu chnh nh l thm, xa, hoc sa i cc hot ng
ca mt quy trnh m quy kt qu ph hp hn t c cc mc tiu ca d n.

cho php ti s dng (reuse) mt cch hiu qu cc quy trnh c nh ngha

trc , cc hng dn v cch iu chnh (tailoring guidelines) s c cung cp. Cc
hng dn ny xc nh cc iu kin v cc loi thay i phi c thc hin ln quy
trnh chun. V bn cht, chng xc nh mt tp hp cc chnh lch c php
(permitted deviations) so vi quy trnh chun vi hy vng rng mt quy trnh ti u mi c
th c nh ngha cho d n. Hnh 3.2 minh ha vai tr ca cc hng dn v cch
iu chnh.

Hnh 3.2. iu chnh quy trnh

minh ha v nhu cu iu chnh, chng ta hy ly mt hot ng trong giai on xy

dng ca quy trnh pht trin thc hiu xem xt li m (Do code review). Xem xt li m
c th mang li nhiu gi tr trong nhiu trng hp, nhng i khi gi tr thu c t n
li khng tng xng vi n lc (chi ph) phi b ra. Ngoi ra, xem xt li c th c
thc hin bi mt nhm (thc hin theo cc th tc xem xt li ca nhm) hoc bi mt
ngi duy nht. Quy trnh pht trin chun khng ch ra vic xem xt li m nn c
thc hin nh th no. Cc hng dn v cch iu chnh c th gip ngi qun l d
n bng cch t vn rng hot ng xem xt li m ch c thc hin cho mt s loi

47
chng trnh c th (chng hn nh cc chng trnh phc tp hoc cc giao din bn
ngoi/external interfaces) v bng cch ngh mt hnh thc ti u cho hot ng xem
xt li (nhm xem xt li hoc ch mt ngi xem xt li).

Phng php iu chnh Infosys th tng t nh phng php dng bng ca

Ginsberg v Quinn [7], ngi qun l d n xc nh c th cc phn t ca quy
trnh, thuc tnh s c iu chnh, cc ty chn cho mi thuc tnh, v cc l do la
chn mt ty chn c th. Mt ngi qun l d n thc hin iu chnh hai cp : tm
tt v chi tit.

iu chnh cp tm tt (Summary-Level Tailoring)

Trong iu chnh cp tm tt, ty thuc vo cc c trng ca d n (project

characteristics), ngi qun l d n s p dng cc hng dn iu chnh quy trnh
chun. Ngha l, n cung cp mt s quy tc chung lin quan n mt s loi hot ng
chi tit. thc hin bc ny, ngi qun l d n u tin xc nh mt s c trng
ca d n. i vi cc d n pht trin (development projects), nhng c trng sau y
s c s dng iu chnh:

- Mc kinh nghim v k nng ca nhm v ngi qun l d n

- Kch thc nhm lc cao im (Peak team size)

- S r rng ca yu cu (requirements)

- Thi gian thc hin d n

- Mc quan trng ca ng dng (application criticality)

Mc kinh nghim ca nhm c xem l cao nu phn ln cc thnh vin trong nhm
c nhiu hn hai nm kinh nghim lm vic vi cng ngh ang c trin khai trong d
n mi; nu khng, n c coi l thp. Mc quan trng ca ng dng c xem l
cao nu tc ng ca ng dng ln kinh doanh ca khch hng hoc kinh doanh ca
Infosys l ln; nu khng, n l thp. Thi gian thc hin d n c xem l c bit
ngn nu d n phi c giao trong vng ba thng.

48
Cc hng dn thc hin iu chnh cp tm tt (summary tailoring guidelines)
c cung cp cho cc gi tr khc nhau ca nhng c trng ny. Cc hng dn tm
tt thng c lin quan n xem xt li (review-related), lin quan n n lc (effort-
related), lin quan n thi gian biu (schedule-related), lin quan n nhn s
(resources-related), hoc lin quan n hnh thc (formality-related). Cc hng dn lin
quan n xem xt li xc nh khi no xem xt li nn c thc hin v kiu xem xt li
no nn c thc hin. Tng t nh vy, cc hng dn lin quan n n lc cho bit
cc bc thc hin d n c th nh hng n n lc (chi ph). Nhng hng dn
chung ny thit lp bi cnh iu chnh quy trnh mt cch chi tit v nh ngha mt
quy trnh mi thch hp cho d n.

iu chnh cp chi tit (Detailed Tailoring)

iu chnh cp chi tit bao gm vic thc hin cc hot ng, xem xt li chng, v
lp ti liu cho chng. Cc hng dn cch iu chnh c th xc nh mt hot ng nh
ty chn, trong trng hp ngi qun l d n c th quyt nh c cn thc hin mt
hot ng no khng. Tng t nh vy, chun b mt s ti liu c th l mt ty
chn, trong trng hp ngi qun l d n quyt nh xem d n c cn c lp ti
liu khng. i vi vic xem xt li, cc ty chn thng gp l: Thc hiu xem xt li bi
nhm (Do group review), Thc hiu xem xt li bi mt ngi (Do one-person review),
hoc Khng xem xt li (Do not review). Ngoi ra, ngi qun l d n c th thm mt
s hot ng mi hoc c th lp li mt s hot ng.

Khi vic iu chnh chi tit hon tt, mt trnh t cc hot ng s c thc hin trong
quy trnh ca d n s c nh ngha. Nhng nh ngha ny sau c s dng
lp k hoch v xp thi gian hon thnh cc hot ng v hnh thnh c s ca thc
hin d n. Vic iu chnh c nhn mnh trong k hoch d n, v vy vic nh ngha
hoc iu chnh quy trnh cng c xem xt li khi xem xt li k hoch.

3.1.3 V d: iu chnh cho cc d n c thi gian thc hin ngn

(short-duration projects)

Chng ti s minh ha cc khi nim bng cch trnh by cch iu chnh cp tm

tt cho cc d n c thi gian thc hin ngn. Infosys quan st thy rng thi gian thc
hin cc d n phn mm ang gim trong nhng nm qua, v c nhu cu gia tng s

49
lng cc d n c thi gian thc hin rt ngn. R rng, nhng d n nh th cn cc
quy trnh c iu chnh ti a ha s cng vic c thc hin song song, cng nh
gim st v kim sot d n mt cch rt cht ch. Vic iu chnh quy trnh ph thuc
vo s r rng ca yu cu, mc kinh nghim ca nhm hoc ngi lnh o d n,
kch thc nhm, v.v. Bng 3.1 cho thy cc hng dn cch iu chnh c chun
b trc bi nhng ngi qun l d n ca cc d n nh vy.

Bi v thi gian hon thnh ngn l c trng chnh, cc hng dn lin quan n thi
gian biu ngh s dng mt k thut c gi l timeboxing (chia hp thi gian) v
mini-milestones (cc s kin/ct mc nh). Trong timeboxing, cc chu k thi gian ko di
vi tun c ln k hoch, v mt h thng vn hnh c (sn phm phn mm) c
giao cho khch hng sau mi chu k ny. lun lun kim sot cht ch cc timebox,
nhiu ct mc nh (mini-milestones) trong tng chu k c thit lp. Ti cc ct mc
nh (mini-milestones), nhm v ngi qun l d n cng nhau phn tch cc vn pht
sinh quan trng (xem Chng 11).

Ngi qun l d n ngi phi thc hin mt d n trong thi gian ngn - c th s
dng cc hng dn iu chnh quy trnh pht trin. V d, ngi qun l d n c th
lp k hoch lp i lp li vic giao sn phm sau cc vng lp ngn, thc hin phn
tch cc vn pht sinh ti cc ct mc (milestone) nhng din ra thng xuyn hn,
xc nh mt quy trnh qun l cc thay i bng cch tr hon cc yu cu thay i
nhiu nht sang vng lp k tip (tc l s pht trin chng vng lp k tip), v.v. Ngoi
ra, trong khi thc hin iu chnh to ra mt quy trnh mi, ngi qun l d n c th
gim s ti liu cho mi chu k, v d, gim phm vi (scope) ca cc bn mu (templates)
- c s dng bo co tnh trng.

Cc hng dn tm tt (summary guidelines) c trnh by trong Bng 3.1 cho d n c

thi gian t hn ba thng, kch thc nhm lc cao im c nm ngi, ang lm vic vi
cng ngh mi, v c mt ngi lnh o d n c nhiu kinh nghim. Trong sut qu
trnh iu chnh chi tit, ngi qun l d n la chn cc ty chn da trn nhng
hng dn tm tt v ph hp vi d n. Tuy nhin, nu cc hng dn ny khng
cho php bn chn la mt quy trnh thch hp cho d n, bn c th phi thay i quy
trnh vt ra ngoi nhng g c cho php bi cc hng dn ny. lch nh vy
c th lm xut hin cc ri ro tim n v do cn c nh du (highlighted) trong k
hoch qun l d n, s c xem xt v ph duyt.

50
Bng 3.1. Cc hng dn iu chnh cho cc d n c thi gian thc hin ngn

Cc gi tr (Values) Cc hng dn tm tt Ti sao?

(Summary Guidelines)

Kch thc ca nhm Lin quan n thi gian biu

>= 5, thi gian (Scheduling-related)
(duration) <3 thng, yu
- K hoch cho cc ct mc Xc nh cc vn t rt sm v
cu khng r rng, cng
nh (mini-milestones) gip kim sot d n tt hn.
ngh mi, ngi lnh
o d n c nhiu kinh Ri ro lin quan n thi gian biu
nghim (Schedule-related risk) c gim v
cc s vic c th c hin th
(visibility) trn thi gian biu
c nhn thy thng xuyn hn.

N lc (chi ph) b trt c th sm

c kim sot trong d n.

- C gng to cc timebox Thi gian biu (schedule) c kh

cho cc phn sn phm c nng c rt ngn v n m bo
giao (deliverables) h thng s c chuyn giao cho
khch hng trong khong thi gian
c n nh v khng khuyn
khch b sung thm yu cu chc
nng cho sn phm.

Ri ro lin quan n thi gian biu

c gim.

Lin quan n n lc
(Effort-related)

- p dng cc yu t iu chnh Tt c cc rng buc (constraints)

(adjustment factors) thch hp ca d n c cung cp cho vic
c lng baseline n lc c lng n lc kt qu c
(base effort) nh c lng gn vi thi gian thc t ca
nh ngha trong hng dn d n.
c lng/d ton

51
 (estimation guidelines).

- Lm cc c lng tnh: lc Gip gim ri ro lin quan n c

quan (optimistic), bi quan lng/d ton khng chnh xc v
(pessimistic), v c th xy ra cam kt "nhanh chng" (cu th).
(probable).

- Sa i (revise) v m phn
li (renegotiate) c lng
vo cui ca giai on thit
(design stage).

Lin quan n vic s dng

nhn s (Resource allocation-
related)

- Phn cng nhn s c tay Nng sut s c ci thin.

ngh cao (skilled) cho cc
nhim v. Ri ro lin quan n thi gian biu

- Nhn tr gip ca chuyn gia gim.

(expert) v cc vn lin
Lm li (rework) v chm tr
quan n hiu sut
(delays) do iu chnh hiu sut
(performance- related issues).
c gim thiu.

Lin quan n hnh thc

(formality-related)

- Xc nh tt c cc bn lin Gip tp trung vo cc mc tiu r

quan (stakeholders) ca d rng hn.
n, mc tiu ca h
(objectives), v xp u tin Gim ri ro lin quan n thi gian
h (ai l ngi quan trng biu bi v cc yu t thnh cng

hn). quan trng c xc nh, c

ng v c gii quyt.

- Thng xuyn bo co tnh Ri ro lin quan n thi gian biu

trng ca cc hot ng gim c gim bi v ca cc hot ng

52
 thiu ri ro (risk mitigation gim thiu ri ro c thc hin mt
activities) n ngi qun l cch ch ng.
cp cao (senior management).

- Xc nh quy trnh qun l cc Gim thiu tc ng ca thay i

thay i yu cu v o to yu cu ln tin d n.
nhm v nghim chnh thc
hin theo n.

3.2 QUN L THAY I YU CU

Nhng thay i yu cu c th n bt c lc no trong sut chu k sng ca ca mt d

n (hoc thm ch sau ). Vic thay i yu cu din ra trong sut chu k sng c th tc
ng xu n d n. Thay v mong mun rng cc thay i s khng xy ra hoc hy vng
rng bng cch no cc yu cu ban u s l "rt tt" m khng c thay i no s
c lm, gii php tt hn c l l chun b x l cc thay i yu cu khi chng xy
ra. Cc thay i khng kim sot c c th c nh hng xu n chi ph (cost), tin
(schedule) v cht lng (quality) ca d n. Thay i yu cu c th chim ti 40% tng
s chi ph [8].

Ravi nhn ra s cn thit c mt quy trnh qun l thay i (change management

process). Trong mt n lc lm hi lng khch hng, ng sn sng ng lm
nhng thay i theo yu cu ca khch hng. V khng c kim sot cc thay i yu cu,
d n ko di thi gian thc hin. Cui cng, sau nhiu tun, cc thnh vin ca nhm
phi lm vic 60-gi/tun, nhm s dng s n lc nhiu hn 100% so vi c lng
ban u, Ravi hon thnh d n. Nhng iu ti t hn l ch: ng thy rng khch
hng vn khng hi lng bi v trc ng ngh rng nhng thay i s lm cho sn
phm tt hn.

Trong mt d n khc, Mary, mt ngi qun l d n dy dn kinh nghim, ghi li

tng thay i yu cu m khch hng ca c ta c thc hin qua in thoi hoc e-
mail v thng bo cho khch hng v tc ng ca cc thay i ny n n lc (chi ph)
v tin . Khng ch tn s yu cu thay i gim theo thi gian, m khch hng cng
chuyn nhiu yu cu thay i sang ln giao sn phm tip theo (next release). Kt qu

53
cui cng? D n c hon thnh trong thi gian d kin, v khch hng hi lng khi
tr thm tin cho phn n lc b sung/chi ph b sung (extra effort) thc hin (ci t)
cc pht sinh trong vic thc hin (ci t) cc yu cu thay i.

Phn ny tho lun v quy trnh qun l cc thay i yu cu (requirement change

management process) c s dng ti Infosys. Quy trnh ny xc nh tp hp cc
hot ng s c thc hin khi c yu cu mi hoc thay i ln yu cu hin c (chng
ti s gi chung l: nhng thay i trong yu cu). Vi kinh nghim ca nhng ngi
qun l d n nh Ravi v Mary, quy trnh qun l thay i thng c s dng bi
nhng ngi qun l d n v xc nh n nh l mt phn ca k hoch qun l d n,
c s dng chnh yu nh l phng tin lm sng t cc nh hng ca thay i
n khch hng.

3.2.1 Quy trnh qun l thay i (Change Management Process)

Trong qu trnh lp k hoch cho d n, ngi qun l d n s quyt nh quy trnh no

s c s dng x l yu cu thay i. Quy trnh c hoch nh s c tho lun
vi khch hng cho c khch hng v nh cung cp c mt tha thun v vic lm th
no qun l cc thay i. Ni chung, quy trnh xc nh cc yu cu thay i s c
thc hin nh th no, khi no chp thun chnh thc xy ra, v.v. Khi c mt yu cu cho
mt s thay i yu cu, quy trnh qun l cc thay i yu cu phi c thc thi.

Bi v yu cu thay i c tc ng n chi ph, nn cn thit c mt tha thun r

rng v thanh ton. Thng xuyn, vi s chp thun ca khch hng, ngi qun l d
n xy dng mt vng m (buffer) cho phn n lc/chi ph c c lng b sung
thc hin cc yu cu thay i (thng chim mt t l phn trm (%) nh ca tng n
lc (chi ph) ca d n). Mt d liu ngn sch nh vy gip lm n gin ha cc kha
cnh hnh chnh ca vic thc hin cc yu cu thay i c ph duyt.

Quy trnh qun l cc thay i Infosys c cc bc sau.

1. Ghi nhn cc thay i (Log the changes)

2. Phn tch tc ng ln cc sn phm cng vic (work products).

3. c lng n lc cn thit cho cc yu cu thay i.

54
 4. c lng li thi gian giao hng.

5. Thc hin phn tch tc ng ln chi ph tch ly (cumulative cost impact analysis).

6. Xem xt li cc tc ng vi ngi qun l cp cao nu cc qu ngng b vt

qua.

7. c khch hng k (sign-off).

8. Lm li (rework) cc sn phm cng vic.

Bn lu gi mt nht k (bn ghi) theo di cc yu cu thay i. Mi mc trong nht k

cha mt s yu cu thay i, m t ngn gn v s thay i, nh hng ca thay i,
tnh trng ca cc yu cu thay i, v cc ngy quan trng. Bn nh gi nh hng ca
mt yu cu thay i bng cch thc hin phn tch cc tc ng. Phn tch cc tc ng
lin quan n vic xc nh cc sn phm cng vic cn phi c thay i v nh gi
khi lng ca thay i; nh gi li ri ro ca d n bng cch xem xt li k hoch
qun l ri ro; v nh gi cc tc ng tng th ca nhng thay i ln n lc (chi ph) v
c lng thi gian hon thnh. Kt qu ca phn tch c xem xt v c chp thun
bi khch hng. Cc yu cu thay i c kt hp vo trong cc ti liu c t yu cu,
thng l cc ph lc. i khi cc phn lin quan ca ti liu cng c sa i phn
nh cc thay i. Gim st cc yu cu thay i c ph duyt v m bo qu trnh
thc hin (ci t) chng c qun l theo ng quy trnh qun l cu hnh (c tho
lun trong Chng 9).

Mt thay i c th c phn loi l nh nu tng n lc (chi ph) lin quan n vic

thc hin (ci t) n khng vt qu mt gi tr c xc nh trc v d, hai
ngi-ngy (two person-days). Cc thay i nh thng tr thnh mt phn ca n lc
ca d n, s dng vng m (buffer) trong c lng/d ton c lm trc y.
Cc thay i ln thng c mt tc ng ln hn n n lc v thi gian hon thnh v
phi c chnh thc ph duyt bi khch hng. Ngi qun l cp cao tng kh nng
nhn thy cc thay i thng qua cc bo co tnh trng v bo co ti cc ct mc
(milestone) (c tho lun trong Chng 11).

55
3.2.2 Cc v d

xc nh cc thay i v u ra ca quy trnh qun l thay i, cc d n thng s

dng mt bn mu n gin (simple template). Mi thay i c gn mt s tham chiu
(reference number) duy nht, c xc nh bng trng s ca yu cu (request
number) trong bn mu (template). Trng c t cc thay i (change specification field)
cung cp mt m t ngn gn v thay i c yu cu. Cc loi thay i, v d: thay i
thit k (design change), thay i hp ng (contract change), thay i chc nng
(functionality change), thay i hiu sut (performance change), c xc nh bng
trng loi thay i (change category). Tm tt ca phn tch tc ng (impact analysis)
c ghi li, cng vi thng tin ngn gn v cc sn phm cng vic (work products) s b
nh hng, n lc (chi ph) c cn, v cc tc ng i vi thi gian hon thnh. Trng
thi ca yu cu thay i - nhng g ang c thc hin cho n - c ghi li trong
trng tnh trng (status field). Ngy (date) ca yu cu thay i c th cng c ghi li,
cng vi ngy thay i c ph duyt, nu s ph duyt cn thit. Ni chung, ngi
qun l d n c th chnh li bn mu ny ph hp vi nhu cu ca h.

Hnh 3.3. Phn tch tc ng ca yu cu thay i trong d n ACIC

56
Hnh 3.3 cho thy mt bn mu (template) c in vo bi mt yu cu thay i cho
d n ACIC. V d ny cho thy mt yu cu thay i c nh hng n n lc cng nh
thi gian hon thnh. Kt qu ca vic phn tch tc ng ni r tc ng ln hai yu t
ny. Bo co phn tch cng ni rng khch hng chp nhn cc tc ng (bao gm c
nhng thay i trong n lc v thi gian hon thnh).

Hnh 3.4 a ra mt v d khc ca mt yu cu thay i. Trong v d, ni dung chi tit

ca phn tch tc ng l khng quan trng cho cc mc ch hiu v qun l thay i yu
cu.

Hnh 3.4. V d khc v yu cu thay i

Lu rng mc d tc ng ca mt yu cu thay i c quy nh c th, v c

chp thun, bng cch s dng cc bn mu (template), theo di tin thc t thc
hin (ci t) thay i c qun l theo quy trnh qun l cu hnh, c tho lun trong
Chng 9.

Mt nguy c ca ca cc thay i yu cu l, mc d mi ln thay i khng ln, nhng

qua sut chu k sng ca d n, tc ng tch ly (cumulative impact) ca nhng thay i
ny s ln. V th, ngoi vic nghin cu tc ng v theo di cc thay i n l, bn
phi gim st tc ng tch ly ca cc thay i. i vi cc thay i tch ly, mt nht k
thay i (change log) c s dng. to iu kin thun li cho phn tch ny, nht k

57
(log) thng xuyn c cp nht nh mt bng tnh (spreadsheet). V d trong Hnh 3.5
minh ha lm th no cc thay i tch ly c ghi nhn. i vi cc chi tit ca mi yu
cu, yu cu thay i c lin quan c th c truy cp bng cch s dng s ca yu
cu thay i (change request number) v ngy (date) yu cu.

Hnh 3.5. Theo di cc tc ng tch ly ca cc thay i

T mt bng tnh loi ny, bn c th thy ngay lp tc tng chi ph (effort/n lc) ca cc
thay i yu cu c thc hin cho n thi im hin ti. Nh cp trc y,
nhng ngi qun l d n Infosys i khi hoch nh trc cc vng m (buffer)
x l cc yu cu thay i. Min l cc n lc/chi ph tch ly (cumulative effort) ca tt c
cc yu cu thay i t hn vng m ny, khng c pht sinh no cn c gii quyt
thm. Tuy nhin, nu cc n lc tch ly ca tt c cc thay i vt qu vng m ny,
nu tip tc thay i thm na c th s nh hng xu n tng chi ph v thi gian

58
hon thnh. Trong tnh hung ny, ngi qun l d n phi sa i li c lng/d
ton v ch s chp nhn t pha khch hnh.

3.3 Lp k hoch quy trnh cho d n ACIC

V d n ACIC l mt d n pht trin (development project), quy trnh pht trin theo tiu
chun ca Infosys p dng. Tuy nhin, n c thay i thch ng vi cc i hi ca
phng php Rational Unified Process (RUP) bi v s dng RUP c cam kt vi
khch hng. RUP l mt phng php pht trin vng lp. Cc hng dn iu chnh cho
Infosys cho php cc giai on khc nhau c thc hin lp i lp li nh c t yu cu,
thit k, ci t m, v kim th c thc hin trong mi vng lp (iteration). Ngoi vic
thc hin pht trin theo vng lp, cc sa i quan trng sau y c thc hin cho
quy trnh chun RUP:

Ch nhng trng hp s dng (use cases) c chn ra pht trin trong

mt vng lp c th s c xy dng chi tit (elaboration) ti im .

Cc m hnh i tng lgic (logical object model) v m hnh i tng vt l

(physical object model) s c pht trin tng dn (incrementally development)
trong vng lp u tin.

Thit k c s d liu vt l (physical database design) c th c tinh ch

(refine) sau cc vng.

Mt k hoch kim th n v (unit test plan) s c pht trin trong mi vng

lp.

- Li s c ghi nhn sau mi vng lp.

Ngoi ra, c ch ca ma trn theo di du vt ngun gc chun (standard traceability

matrix mechanism) s khng c s dng theo di du vt ngun gc yu cu
(requirement traceability). Thay vo , cc yu cu (requirements) s c truy tm bng
cch s dng cc cng c Requisite Pro, n l mt phn ca mi trng pht trin.

qun l thay i yu cu, quy trnh chun s c s dng. Mc d vic phn tch tc
ng s c thc hin cho mi yu cu, nhng vic c lng li (reestimation) chi ph

59
(n lc) s c thc hin li nu mt yu cu thay i (change request) cn hn 2%
tng s n lc (total effort). Cc kt qu u ra ca vic lp k hoch quy trnh s c
ghi nhn vo trong k hoch qun l d n, c tho lun trong Chng 8.

3.4 TM TT

Vn pht sinh chnh ca vic lp k hoch cho quy trnh l thit k quy trnh pht trin
xy dng phn mm tha yu cu ca khch hng. Quy trnh ny c h tr bi mt
quy trnh qun l thay i yu cu.

Sau y l nhng bi hc quan trng lp k hoch cho quy trnh theo phng php
ca Infosys:

- Khi bn lp k hoch cho quy trnh ca d n, hy bt u vi mt quy trnh chun

(standard process). M hnh thc nc, c chia thnh cc giai on nh hn,
c th phc v nh l mt c s (base) thch hp.

- nh ngha mt quy trnh ti u cho mt d n, hy iu chnh quy trnh chun

cho ph hp vi cc rng buc ca d n. Trc tin, hy thit lp bi cnh
(context) iu chnh bng cch s dng cc c trng chnh (key project
characteristics) ca d n. Sau thc hin iu chnh chi tit cc hot ng. iu
chnh cc hng dn cung cp cc gip .

- C mt quy trnh qun l thay i yu cu ring bit c th nh gi tc ng

ca mi yu cu thay i v cng c th theo di tc ng tch ly. Lin quan n
CMM, cc phng php lp k hoch cho quy trnh c m t y p ng
mt s yu cu ca Lp K Hoch Cho D n Phn Mm ca CMM mc 2
(Software Project Planning KPA of level 2). Phng php iu chnh tha mn mt
s yu cu ca Qun L D n Phn Mm Tch Hp ca CMM mc 3 (Integrated
Project Management KPA at level 3). Phng php qun l thay i yu cu p
ng mt s yu cu ca Qun L Yu Cu ca CMM mc 2 (Requirement
Management KPA of level 2).

3.5 CC THAM KHO

1. B.W. Boehm. Software Engineering Economics. Prentice Hall, 1981.

60
2. V.R. Basili and A. Turner. Iterative enhancement, a practical technique for software
development. IEEE Transactions on Software Engineering, 1(4), 1975.

3. H. Gomma and D.B.H. Scott. Prototyping as a tool in the specification of user

requirements. Proceedings of the 5th International Conference on Software Engineering,
pp. 333341, 1981.

4. B.W. Boehm. A spiral model of software development and enhancement. IEEE

Computer, May 1988.

5. P. Jalote. CMM in Practice: Processes for Executing Software Projects at Infosys.

Addison-Wesley, 2000.

6. W. Humphrey. Managing the Software Process. Addison-Wesley, 1989.

7. M.P. Ginsberg and L.H. Quinn. Process Tailoring and the Software Capability Maturity
Model. Technical Report, Software Engineering Institute, CMU/ SEI-94-TR-024, 1995.

8. B.W. Boehm. Improving software productivity. IEEE Computer, Sept. 1987.

61
 Chng 4. c lng n lc v thi gian biu

u nm 2000, bo ch v truyn hnh n bo co vi hn hoan v chuyn bay

th nghim thnh cng my bay chin u mi c xy dng. Tuy nhin, cc bo co
chi tit cng ch ra mt mt m m: Vic giao hng mu tr hn nm nm, v d n
c chi ph gp 10 ln chi ph c c lng lc u. Nhiu d n trn ton th gii phi
chu mt s phn tng t. C v nh chi ph c lng v thi gian khng bao gi
thc hin mt d n. c lng sai l nguyn nhn tht bi ca qun l d n trong
nhiu lnh vc cng ngh, v cng ngh phn mm cng nh vy.

Trong mt cng ty dch v, c lng sai cn gy ra nhiu tn tht hn. c yu cu

xc nh mt trong nhng iu ng ta mun t cc d n, Nandan Nilekeni, gim c
qun l ca Infosys, tr li rng, "Khng c bt ng". Khng c bt ng mt tha mn
yu cu khch hng, v khng c bt ng mt doanh thu (revenue) v li nhun (profit).
Cn nhng bt ng th thng n mun trong d n hai mt ny l khng c
lng/d ton ng n lc (effort) hoc thi gian hon thnh (schedule).

Khng c gii php nhanh chng v c lm sn no cho cc vn c lng. Tuy

nhin, nhng ngi qun l d n c th ci tin c lng ca h bng cch s dng
cc hng dn c kim nghim (tested guidelines) da trn kinh nghim v d liu
qu kh. Chng ny bn v cc tip cn c s dng bi nhng ngi qun l d n
Infosys c lng n lc v thi gian hon thnh. N bao gm cc v d t cc d
n thc t v cc c lng cho case study (trng hp nghin cu) ACIC.

4.1 CC KHI NIM V C LNG V LP THI GIAN BIU

Trc khi chng ti tho lun v cc tip cn c thc hin ti Infosys, phn ny m
t mt s khi nim lin quan n c lng/d ton v lp thi gian biu. c lng n
lc thng din ra trong giai on u ca mt d n, khi phn mm s c xy dng
ang c tm hiu. N c th c lm li khi c thm thng tin chi tit.

c lng chnh xc cao ni chung l khng cn thit. c lng hp l trong mt d n

phn mm c khuynh hng tr thnh mt li tin tri - mi ngi lm vic kp thi gian
biu (c suy ra t c lng). Tht vy, trong cc d n phn mm, ngi ta thm ch

62
khng th tr li chnh xc cu hi, "c lng ny c chnh xc khng?" bi v cch duy
nht xc nh chnh xc ca c lng l so snh n vi nhng n lc thc t
tiu dng. Do nguyn tc chung v tm l con ngi c phn nh trong cu chm
ngn "cng vic c m rng lp y khong thi gian cn d ra, khng ai c th
ni ra iu ch bi v s n lc thc t c tiu dng bng vi s n lc c
lng, c lng l "chnh xc." Do , mc tiu cho ngi qun l d n l lm sao
c c cc c lng hp l (reasonable estimates) m cc mc tiu c p ng
v cc nhn vin ca d n khng b t chy.

N lc c th c c lng da vo linh cm hoc vo kinh nghim trc y. Tuy

nhin, mt m hnh c lng dng tip cn khoa hc s c a thch nhiu hn.

4.1.1 Cc m hnh c lng n lc (Effort Estimation Models)

Mt m hnh c lng phn mm (software estimation model) nh ngha cc c trng

(characteristics) ca d n m gi tr ca nhng c trng ny c dng tnh n lc
(effort). Mt m hnh c lng khng - v khng th - hot ng trong chn khng, n
cn cc yu t u vo to ra n lc u ra. lc bt u d n, khi cc chi tit ca
phn mm cha c bit n, hy vng l m hnh c lng s i hi cc gi tr ca
cc c trng c th c o giai on ny.

Kch thc (size) ca phn mm l yu t quan trng nht trong vic xc nh bao nhiu
n lc l cn thit xy dng n. Tuy nhin, kch thc cui cng th khng c bit
khi d n vn cn ang c hnh thnh, v phn mm cha thc s tn ti. Do , nu
kch thc c s dng cho mt m hnh c lng n lc, n phi c c lng
ngay t lc u.

Mt tip cn ph bin l s dng mt phng trnh n gin c c mt c lng

n lc tng th t c lng kch thc. Phng trnh ny c th c xc nh thng
qua phn tch hi quy (regression analysis) cc d liu qu kh (past data) v n lc
(effort) v kch thc (size) [1][2]. Sau , mt khi n lc tng th ca d n c bit, n
lc phn b cho cc giai on hoc cc hot ng khc nhau c th c xc nh bng
mt t l phn trm ca n lc tng th.

Nhiu m hnh xut s dng tip cn t trn xung (top-down approach) c

lng [1][3], v d nh m hnh ni ting COCOMO [1][4]. Cc m hnh s dng im

63
chc nng (Function points) thay v LOC lm n v kch thc cng c xy dng
[5][6]. Trong cc m hnh ny, bn c th xc nh thm cc yu t khc (c nh hng
n n lc) iu chnh li cc c lng da trn cc yu t ny. y l tip cn c
thc hin trong m hnh COCOMO model [1]. Mt tip cn khc l iu chnh kch thc
ca h thng da trn cc thng s (parameters), nh c thc hin trong im
chc nng (Function points)[7].

Trong tip cn t di ln (bottom-up approach), trc tin, bn thc hin cc c lng

cho cc phn ca d n v sau c tnh cho tng th d n [1]. Tc l, c lng
tng th ca d n c suy ra t cc c lng ca cc b phn ca n. Mt tip cn
t di ln c gi l c lng da trn cc hot ng (activity-based estimation).
Trong chin lc ny, trc ht cc hot ng chnh c lit k ra, v sau n lc cho
tng hot ng c c lng. T nhng c lng ny, bn thu c n lc cho ton
b d n.

Tip cn tip cn t di ln c lng trc tip (c lng ngay) n lc; mt khi d n

c phn chia thnh cc cng vic/nhim v nh hn th vic c lng trc tip n lc
cn thit cho chng l iu c th. Mc d kch thc ng mt vai tr quan trng trong
vic xc nh cc n lc cho cc hot ng trong mt d n, nhng li th ca tip cn t
di ln l n khng cn c lng kch thc cho phn mm. Thay vo , n i hi
mt danh sch cc cng vic/nhim v trong d n - c th c chun b d dng hn.
Mt ri ro ca tip cn t di ln l bn c th b qua mt s hot ng quan trng trong
danh sch cc cng vic/nhim v. Khi n lc c c lng trc tip cho cc cng
vic/nhim v, kh c th c lng cho cc cng vic/nhim v v qun l, chng hn
nh qun l d n trong sut chu k sng, y l cc cng vic khng c xc nh r
rng nh ci t m hoc kim th.

C hai tip cn t trn xung v t di ln iu cn cc thng tin v d n: kch thc

(i vi tip cn t trn xung) v mt danh sch cc cng vic/nhim v (i vi tip cn
t di ln). Bng nhiu cch, nhng tip cn ny c th b sung cho nhau [1]. C hai
loi c lng s cho kt qu chnh xc hn nu thng tin v d n c c bit nhiu
hn. V d, c lng kch thc t cc yu cu mc cao (high level requirements) th
kh hn nhiu c lng kch thc khi thit k (design) xong, v thm ch s d
dng hn v chnh xc hn khi m (code) c pht trin. Nh vy, chnh xc ca

64
c lng ph thuc vo thi im m ti n lc c lng, v chnh xc s tng
khi c thm thng tin v d n c bit.

4.1.2 c lng thi gian biu (Estimating Schedule)

Sau khi n lc c bit hoc c n nh c nh (fixed) ngay t u, cc thi

gian biu khc nhau (tc l khong thi gian hon d n) c th tnh c tnh, ty
thuc vo s nhn s (ngi) c a vo thc hin d n. V d, i vi mt d n
c n lc c lng l 56 thng-ngi (person-months), d n c th hon thnh trong
vng 8 thng vi 7 ngi. N cng c th hon thnh trong vng 7 thng vi 8 ngi, v
khong 9 thng vi 6 ngi.

Tuy nhin, nhn lc (manpower) v s thng (months) khng hon ton c th c hon
i cho nhau trong mt d n phn mm [8]. V d, trong v d y, mt thi gian biu 1
thng vi 56 ngi th khng th mc d lng n lc bng vi lng n lng c
cn. Tng t nh vy, khng ai c th thc hin d n trong 28 thng vi 2 ngi. Ni
cch khc, mt khi n lc ny c n nh, bn c th t c s linh hot trong
vic thit lp thi gian biu thch hp vi nhn s ca d n. Tuy nhin, s linh hot ny
khng phi l khng c gii hn, thc t ny c chng minh bng d liu, kt qu
cho thy rng khng c phng trnh n gin no ph hp din t mi quan h gi
n lc v thi gian biu. S tht ny c chng minh bng d liu thc nghim, kt
qu cho thy rng khng c phng trnh n gin no c th ph hp (lm va kht) cho
mi quan h n lc v thi gian biu [9].

"Ko di" thi gian biu ra th d, bn ch cn s dng t ngi hn (mc d cc d n c

th khng cn nhiu gi tr nu phi c thc hin trong mt khong thi gian di hn).
Tuy nhin, nn thi gian biu li th khng d. Nh mt v d r rng c a ra
trc y: Bn khng th nn thi hn hon thnh ca mt d n 56 ngi-thng
xung cn 1 thng bt k ngun nhn lc bn s dng nh th no. V, ni chung, nn
thi gian biu li vt qu nhng g l "bnh thng" s lm tng s lng n lc, tc l
s cn nhiu ngy cng hn so vi ti u cn thit, bn c th lng ph, lm li (rework)
nhiu hn, v.v.

C vi tip cn tho lun v tc ng ca vic nn thi gian biu ln n lc tng th. Tuy
nhin, nh gi tc ng ny, trc tin bn phi xc nh c mt thi gian biu
bnh thng cho d n.

65
Mt phng php xc nh thi gian biu bnh thng (normal or nominal schedule) l
s dng mt hm thch hp xc nh n t n lc. Mt trong nhng phng php
xc nh hm ny l nghin cu cc mu d liu t cc d n hon thnh. V d, bn
c th c c mt biu (scatter plot) phn tn cc d n hon thnh theo n
lc v thi gian biu ca mi d n v sau xc nh mt ng cong hi quy
(regression curve) va kht nht cho biu phn tn ny. ng cong ny thng l phi
tuyn (nonlinear) v thi gian biu khng pht trin tuyn tnh (linearly) vi n lc. Sau ,
bn c th s dng phng trnh ca ng cong ny xc nh thi gian biu cho d
n m n lc ca n va c c lng. C nhiu m hnh khc nhau thc hin theo
phng php ny, v cun sch ca Boehm tm tt cc m hnh ny [1].

4.2 C LNG N LC

Infosys, c lng thng din ra sau giai on phn tch (analysis). Tc l, khi ngi
qun l d n c lng n lc, cc yu cu (requirements) c hiu r rng. Cc
quy trnh nghip v (business processes) c t chc h tr phng php ny. V d,
giai on yu cu (requirement phase) i khi c thc hin nh mt d n ring bit
vi d n pht trin phn mm.

Infosys, nhiu phng php c lng c xut, vi trong s c tho

lun y. Ngi qun l d n c th la chn bt k phng php c lng no
min l n thch hp vi tnh cht cng vic. i khi, ngi qun l d n c th thc hin
c lng bng cch s dng nhiu phng php khc nhau, xc nhn (validate)
chnh xc ca mt c lng c lm bi mt phng php chnh no hoc gim
ri ro, c bit l khi khng c nhiu d liu qu kh ca d n tng t.

4.2.1 Tip cn c lng t di ln (Bottom-up estimation

approach)

Bi v loi ca cc d n thc hin ti Infosys th rt khc nhau, tip cn t di ln c

a thch v c khuyn khch. Cng ty s dng phng php n v cng vic (task unit
approach), mc d mt s hn ch ca chin lc ny c khc phc thng qua vic
s dng cc d liu qu kh v baseline v kh nng ca quy trnh (xem Chng 2).

66
Trong phng php n v cng vic, ngi qun l d n u tin chia phn mm sp
c pht trin ra thnh cc chng trnh chnh (major programs) hoc n v chng
trnh (program unit). Mi n v chng trnh (program unit) sau c phn loi l
trung bnh, n gin hoc phc tp da trn cc tiu ch nht nh. i vi mi n v
phn loi (classification unit), ngi qun l d n xc nh mt n lc tiu chun
(standard effort) cn thit ci t m (coding) v t kim th (self-testing) (c hai cng
vic ny c gi chung l n lc xy dng (build effort). N lc xy dng chun ny c
th c xc nh t d liu qu kh ca mt d n tng t, t cc hng dn ni b
c sn, hoc kt hp nhng kh nng ny.

Mt khi s lng cc n v (units) trong ba loi phc tp c bit v n lc xy dng

c c lng cho mi chng trnh c chn, s n lc tng th cho giai on
xy dng (build phase) ca d n s c bit. T n lc xy dng (build effort), n lc
c cn cho cc giai on v cc hot ng khc s c xc nh bng mt t l phn
trm ca n lc ci t m. Da vo baseline v kh nng ca quy trnh (process
capability baseline) hoc c s d liu quy trnh (process database), phn phi n lc
trong d n c bit. Nhi qun l d n s dng t l phn phi ny xc nh cc n
lc cho giai on v cc hot ng khc nhau. T nhng c lng ny, n lc tng th
cho d n c bit.

Phng php ny s dng mt hn hp ca kinh nghim v d liu mt cch hp l.

Nu khng c sn d liu ph hp (v d, nu bn ang bt u mt kiu d n mi), bn
c th c lng n lc xy dng da theo kinh nghim sau khi bn phn tch (analyze)
d n xong v khi bn bit s lng cc n v chng trnh khc nhau. Vi cc c
lng c sn, bn c th c lng cho cc hot ng khc nhau bng cch s dng
d liu v t l phn phi n lc ca cc d n trong qu kh. Chin lc ny c kh
nng tnh n cc hot ng m chng thng kh c lit k ra giai on u ca d
n; khi thc hin phn phi n lc cho mt d n, loi "khc" thng c s dng
thc hin cc cng vic/nhim v linh tinh.

67
Quy trnh (th tc) c lng c th c tm tt theo trnh t cc bc nh sau:

1. Xc nh cc chng trnh trong h thng v phn loi chng l n gin, trung

bnh, hoc phc tp (S/M/C). Cng nhiu cng tt, hy s dng cc nh ngha
chun c cung cp hoc cc nh ngha ca cc d n trong qu kh.

2. Nu mt baseline ring (project-specific baseline) ca d n tn ti, hy tnh ra n

lc xy dng trung bnh cho cc chng trnh S/M/C t baseline ny.

3. Nu baseline ring ca d n cha tn ti, hy s dng: loi d n (project type),

cng ngh (technology), ngn ng (language), v cc thuc tnh khc tm kim
cc d n tng t (similar projects) trong c s d liu quy trnh. Hy s dng
d liu t cc d n ny xc nh n lc xy dng cho cc chng trnh S/M/C.

4. Nu khng c d n tng t tn ti trong c s d liu quy trnh v cng khng

c baseline ring ca d n, hy s dng n lc xy dng trung bnh cho cc
chng trnh S/M/C t baseline chung v kh nng quy trnh (general process
capability baseline).

5. S dng cc yu t ring ca d n (project-specific factors)1 tinh chnh cc n

lc xy dng cho chng trnh S/M/C.

6. Tnh ra tng n lc xy dng bng cch s dng n lc xy dng ca cc chng

trnh S/M/C v m chng.

7. S dng t l phn phi n lc c a ra trong baseline v kh nng hoc trong

cc d n tng t trong c s d liu quy trnh, c lng n lc cho cc cng
vic/nhim v khc v n lc tng.

8. Tinh chnh li cc c lng da trn cc yu t ring ca d n (project-specific

factors)1.

Th tc ny s dng c s d liu quy trnh (process database) v baseline v kh nng

quy trnh (process capability baseline), c tho lun trong Chng 2. Nh cp
trc y, nu nhiu d n c cng mt loi ang c thc hin, bn c th xy dng
mt baseline v kh nng ca d n (project-specific capability baseline). Mt baseline
nh vy l tng t nh cc baseline chung (general baselines) nhng ch s dng d

68
liu t vi d n c th. Cc baseline ny c nhn thy l tt nht c lng n
lc cho mt d n mi c cng loi . V th, chng c a thch khi c s dng
cho c lng.

Bi v nhiu yu t khc nhau c th nh hng n lng n lc cn thit cho mt d n,

iu quan trng khi lm c lng l bn phi xc nh c cc yu t ring ca d n
(project-specific factors). Thay v phn loi cc tham s ra thnh cc mc khc nhau v
sau xc nh mc nh hng ln lng n lc c cn, phng php c nu
ra y cho php ngi qun l d n xc nh tc ng ca cc yu t ring ca d n
ln c lng. Ngi qun l d n c th thc hin iu chnh bng cch s dng kinh
nghim ca h, kinh nghim ca cc thnh vin trong nhm, hoc d liu t cc d n
c tm thy trong c s d liu quy trnh.

Lu rng phng php phn loi cc chng trnh ra thnh vi loi v s dng s n
lc xy dng trung bnh cho mi loi c p dng thc hin c lng n lc tng
th. Tuy nhin, khi lp k hoch chi tit, ngi qun l d n phn cng mi n v kch
thc cho mt thnh vin ca nhm ci t m, v thi gian cho cc hot ng - c
trng ca mt n v kch thc s c ghi nhn xem n c cn thi gian nhiu hn
hoc t hn so vi trung bnh.

4.2.2 Tip cn c lng t trn xung (The top-down estimation

approach)

Ging nh bt k tip cn t trn xung, tip cn Infosys bt u vi mt c lng

kch thc ca cc phn mm dng cc im chc nng (Function points). Cc im
chc nng c th c m bng cch s dng cc quy tc m im chc nng chun.
Ngoi ra, nu kch thc c c lng bng LOC, n c th c chuyn i thnh
cc im chc nng.

Ngoi c lng kch thc, tip cn t trn xung i hi phi c lng nng sut
(productivity). Cc tip cn c bn l bt u vi cc mc nng sut (productivity levels)
ca cc d n tng t (d liu c sn trong c s d liu quy trnh) hoc vi s liu
nng sut chun (standard productivity figures) (m d liu v n c sn trong baseline
v kh nng ca quy trnh), v sau phi iu chnh li cc mc ny, nu cn thit,
ph hp vi d n ang c c lng. c lng nng sut sau c s dng

69
tnh ra n lc tng th. T n lc tng th, n lc cho cc giai on khc nhau c c
lng bng cch s dng cc bng phn phi t l phn trm. Nh trong tip cn t di
ln, nhng phn phi ny c th thu c t c s d liu quy trnh hoc baseline v kh
nng quy trnh (capability baseline).

tm tt, tip cn tng th thc hin c lng t trn xung bao gm cc bc

sau y:

1. c lng kch thc tng cng ca phn mm bng cc im chc nng.

2. S dng cc d liu v nng sut t baseline v kh nng ca d n, t baseline

v kh nng ca quy trnh, hoc t cc d n tng t, sa cha li cc mc
nng sut cho ph hp vi d n ang c c lng.

3. C c n lc tng th ca d n t nng sut v kch thc.

4. Tinh chnh li c lng, c xem xt n mc nh hng ca cc yu t ring

ca d n.

5. S dng d liu v phn phi n lc t baseline v kh nng ca quy trnh hoc

t cc d n tng t c lng n lc cho cc giai on khc nhau.

Cng ging nh tip cn t di ln, tip cn t trn xung cng cho php tinh chnh li
kt qu c lng bng cch s dng cc yu t ring ca d n. S cho php ny
(khng thc s nh ngha cc yu t no) bo hiu rng mi d n l duy nht v c th
c vi yu t c trng c th khng c mt trong cc d n khc. Khng th lit k ra
nhng yu t c trng ny hoc lp m hnh mt cch hnh thc v s nh hng ca
chng ln nng sut. Do , hy cho ngi qun l d n quyt nh cc yu t no
cn c xem xt v chng s nh hng ln d n th no.

4.2.3 Phng php im trng hp s dng (The Use Case

Points approach)

Phng php im trng hp s dng (use case points) c p dng ti Infosys c

da trn phng php t Rational v n tng t nh phng php im chc nng
(Function points). Phng php ny c th c p dng nu cc trng hp s dng
(use case) c dng c t yu cu (requirement specification).

70
Mt s t ng cn c hiu trc khi thc hin c lng:

- Phn mm l nhng chng trnh iu khin cc chc nng phn cng v hng
dn phn cng thc hin cc tc v ca mnh.

- Trng hp s dng (use case) l mt tp hp cc giao dch gia h thng phn

mm vi cc tc nhn bn ngoi h thng nhm t c mt mc tiu s dng
no ca tc nhn. Mt trng hp s dng m t mt hoc nhiu tnh hung
s dng xy ra khi tc nhn tng tc vi h thng phn mm.

- Giao dch (transaction) l mt chui cc hnh ng c tnh cht tng tc gia tc

nhn v h thng phn mm. Khi u ca chui hnh ng ny l mt hnh
ng t tc nhn ti h thng. Kt thc ca chui hnh ng ny l mt hnh
ng ngc tr li ca h thng ln tc nhn.

- Biu trng hp s dng (use case diagram) dng m t cc tc nhn v kt

ni gia tc nhn vi cc trng hp s dng nhm miu t chc nng m phn
mm cung cp.

- Tc nhn (actor) l ngi hay h thng bn ngoi tng tc, trao i thng tin vi
phn mm.

Cc bc c bn ca phng php ny nh sau:

1. Tnh gi tr im cc tc nhn TAW: Dng Bng 4.1.a tnh gi tr im cc tc

nhn.

Bng 4.1a. Bng tnh ton im cc tc nhn (actors) tng tc,

trao i thng tin vi phn mm

S tc im ca tng
TT Loi Actor M t
nhn loi tc nhn

1 n gin Thuc loi giao din ca chng trnh ? ?

Giao din tng tc hoc phc v mt

2 Trung bnh ? ?
giao thc hot ng

3 Phc tp Giao din ha ? ?

Cng (1+2+3) TAW (gi tr im cc tc nhn) ? ?

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Ghi ch:
- Loi n gin: Mt my tnh vi giao din lp trnh ng dng API.
- Loi trung bnh: Hoc l giao din ngi - my qua command line hoc thng
qua mt giao thc no nhng khng c lp trnh qua API.
- Loi phc tp: giao din ngi - my qua GUI (giao din ho).

im ca tng loi tc nhn (n v tnh: im) c xc nh theo cng thc:

im ca tng loi tc nhn = S tc nhn x Trng s

Trong : Trng s c qui nh nh sau:

TT Loi Actor Trng s

1 n gin 1
2 Trung bnh 2

3 Phc tp 3

2. Tnh gi tr im cc trng hp s dng TBF: Phn loi tng trng hp s

dng l n gin, trung bnh, hay phc tp. C s ca s phn loi ny l s
lng giao dch (transaction) c trong mt trng hp s dng, bao gm c cc
kch bn (scenarios) ph. Mt giao dch c nh ngha l mt tp hp nguyn t
(atomic) ca cc hot ng c hoc thc hin hon ton hoc khng g c
thc hin. Bng 4.1b trnh by cch phn loi phc tp v trng s ca trng
hp s dng. Mt trng hp s dng n gin c 3 hoc t hn 3 giao dch, mt
trng hp s dng trung bnh c 4-7 giao dch, v mt trng hp s dng phc
tp c hn 7 giao dch. Mt trng hp s dng n gin c gn trng s l 5,
mt trng hp s dng trung bnh c gn trng s l 10, v s dng mt
trng hp phc tp c mt trng s l 15.

Bng 4.1b. phc tp ca trng hp s dng v trng s

Loi trng hp s dng (Use Case type) S giao dch (No of transaction) Trng s

n gin (Simple) <= 3 5

Trung bnh (Medium) 47 10

Phc tp (Complex) >7 15

72
 Tng ( c gn trng s) ca tt c trng hp s dng trong ng dng
(application).Tc l, i vi mi trong ba loi phc tp, trc tin bn tnh tch ca
s trng hp s dng ca mt loi phc tp vi trng s tng ng vi loi
phc tp . Tng ca ba tch ny l Gi tr im cc trng hp s dng TBF cho
ng dng. Dng Bng 4.1.c tnh im cc trng hp s dng.

Bng 4.1c. Bng tnh ton im cc trng hp s dng (use-case)

S trng im ca tng loi

STT Loi
hp s dng trng hp s dng

1 n gin ? ?

2 Trung bnh ? ?

3 Phc tp ? ?

Cng
TBF (im cc trng hp s dng) ? ?
(1+2+3)

im ca tng loi trng hp s dng c tnh theo cng thc:

im ca tng loi S trng hp s Trng s

= x
trng hp s dng
dng

3. Tnh gi tr im trng hp s dng trc khi hiu chnh UUCP (unadjusted

use case points) nh sau:

UUCP = TAW + TBF

4. Tnh H s phc tp v k thut - cng ngh TCF: Hiu chnh UUCP phn
nh phc tp ca d n v kinh nghim ca con ngi i vi d n. lm
vic ny, u tin bn tnh ton cc h s phc tp k thut - cng ngh TCF
(Technical complexity factor) bng cch xem xt cc h s v xp hng gi tr cho
tng h s c a ra trong Bng 4.2a.

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 Bng 4.2a. H s phc tp v k thut - cng ngh

Trng Gi tr xp Kt
STT Cc h s
s hng qu

I H s KT-CN (TFactor) ?

1 H thng phn tn (Distributed system) 2 ? ?

2 Tnh cht p ng tc thi hoc yu cu m bo 1 ? ?

thng lng (Response or throughput performance
objectives)
3 Hiu qu s dng trc tuyn (End-user efficiency - 1 ? ?
online)

4 phc tp ca x l bn trong (Complex internal 1 ? ?

processing)

5 M ngun phi ti s dng c (Code must be 1 ? ?

reusable)

6 D ci t (Easy to install) 0.5 ? ?

7 D s dng (Easy to use) 0.5 ? ?

8 Kh nng chuyn i (Portable) 2 ? ?

9 Kh nng d thay i (Easy to change) 1 ? ?

10 S dng ng thi (Concurrent) 1 ? ?

11 C cc tnh nng bo mt c bit (Includes special 1 ? ?

security features)
12 Cung cp truy nhp trc tip ti cc phn mm ca 1 ? ?
cc hng th ba (Provides direct access for third
parties)
13 Yu cu phng tin o to c bit cho ngi s 1 ? ?
dng (Special user training facilities required)

II H s phc tp v KT-CN (TCF) ?

ngha ca cc h s thnh phn nh sau:

Bng 4.2b. ngha ca cc H s phc tp v k thut - cng ngh

STT Tn h s M t

1 H thng phn tn Kin trc ca h thng l tp trung hay phn tn? H thng
c thit k theo m hnh nhiu lp hay khng? Trng s
cng cao tng ng vi h thng cng phc tp.

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2 Tnh cht p ng tc Thi gian p ng yu cu ca ngi s dng l nhanh hay
thi hoc yu cu chm? V d, my tm kim c nh trng s v thi gian
m bo thng lng p ng yu cu cao hn h thng cp nht tin tc hng
ngy. Trng s cng cao tng ng vi yu cu p ng
cng nhanh.

3 Hiu qu s dng H thng c c thit k hng ti tng hiu qu lm vic

ca ngi s dng hay khng? Trng s cng cao tng
ng vi h thng i hi hiu qu s dng cng cao.

4 phc tp ca x l H thng c s dng nhng thut ton phc tp trong x l

bn trong hay khng? Hoc h thng c thit k h tr nhng
quy trnh nghip v phc tp hay khng? Trng s cng cao
tng ng vi h thng i hi cc thut ton x l cng
phc tp.

5 Kh nng ti s dng C yu cu phi thit k v ci t m theo quy chun sau

m ngun c th ti s dng hay khng? S dng m ngun c th
ti s dng khng nhng lm gim thi gian trin khai mt
d n cn lm ti u thi gian xc nh li ca mt phn
mm. V d, cc chc nng s dng th vin chia s c th
ti s dng nhiu ln trong cc d n khc nhau. Trng s
cng cao tng ng vi mc yu cu v kh nng ti s
dng m ngun cng cao.

6 D ci t H thng c i hi nhng th tc ci t phc tp hay

khng? Ngi s dng thng thng c th t ci t cc
thnh phn ca h thng phc v cng vic hay khng? Vic
cp nht cc bn v li phn mm c d dng hay khng?
Trng s cng cao tng ng vi mc yu cu v ci t
cng d dng.

7 D s dng H thng c d s dng hay khng? Ngi s dng c d

dng tip cn i vi cc tnh nng m h thng cung cp
hay khng? Ti liu hng dn s dng c d dng tip cn
hay khng? Trng s cng cao tng ng vi mc yu
cu v s dng cng d dng.

8 Kh nng chuyn i H thng c c thit k c th chy trn nhiu nn tng

phn cng hoc h iu hnh khc nhau hay khng? V d
cc trnh duyt web thng c yu cu chy trn nhiu
thit b khc nhau, nh my tnh c nhn hay in thoi, v
nhiu h iu hnh khc nhau, nh Windows hay Linux.
Trng s cng cao tng ng vi cng nhiu nn tng c
yu cu h tr.

9 Kh nng d thay i H thng c c yu cu thit k c kh nng chnh sa v

thay i trong tng lai hay khng? Trng s cng cao tng
ng vi cng nhiu yu cu v thay i/chnh sa trong
tng lai.

10 S dng ng thi H thng c c thit k h tr nhiu ngi s dng ti

cng mt thi im hay khng? Trng s cng cao tng
ng vi mc yu cu s dng ng thi cng cao.

75
11 C tnh nng bo mt H thng c c thit k nhng tnh nng bo mt c bit,
s dng nhng phng thc bo mt phc tp hoc t pht
trin on m phc v vic bo mt hay khng? Trng s
cng cao tng ng vi mc yu cu v tnh nng bo
mt (c v s lng v cht lng).

12 Cung cp truy nhp H thng c th truy cp ti dch v hoc cc giao din lp

trc tip ti phn mm trnh ng dng ca cc ng dng do cc nh pht trin khc
ca cc hng th ba thc hin hay khng? Trng s cng cao tng ng vi khi
lng m ngun s dng t cc nh pht trin khc cng ln
(v yu cu v tin cy i vi m ngun cng cao).

13 o to ngi s trin khai h thng, c cn vic o to ngi s dng

dng hay khng? Vic o to ngi s dng c cn phi s dng
cc cng c, phng tin c bit o to ngi s dng
hay khng? Trng s cng cao tng ng vi mc yu
cu o to ngi s dng cng cao.

Cc h s k thut cng ngh c th lm tng thi gian d n. Gi tr xp

hng ca mi H s cng ln, d n cn nhiu n lc hn.

Cho mi h s, nhn gi tr xp hng vi trng s ca n t bng v cng nhng

con s ny c c gi tr cho H s k thut cng ngh TFactor.

C th TFactor ti ct Kt qu (n v tnh: gi tr) c xc nh theo cng thc:

13

TFactor = Qi x TSi
i=1

Trong :

- Qi : Gi tr xp hng ca h s th i trong 13 h s thnh phn.

Gi tr xp hng c xc nh trong khong t 0 n 5 vi ngha:

0 = Khng quan trng

3 = C vai tr tc ng trung bnh
5 = C vai tr tc ng mnh

- TSi: Trng s tng ng ca h s th i trong 13 h s thnh phn

H s phc tp k thut - cng ngh TCF c tnh bng cch s dng phng
trnh ny:

TCF = 0.6 + (0.01 * TFactor)

Trong , 0.6 v 0.01 l trng s o chun.

76
 5. Tng t nh vy, tnh ton cc H s phc tp v mi trng EF
(Environment factor) thng qua Bng 4.3.

Bng 4.3. H s phc tp v mi trng

Gi tr
Trng Kt
TT Cc h s tc ng mi trng xp
s qu
hng

I H s tc ng mi trng v nhm lm vic (EFactor) ?

nh gi cho tng thnh vin

C p dng quy trnh pht trin phn mm theo mu RUP

1 v c hiu bit v RUP hoc quy trnh pht trin phn mm 1.5 ? ?
tng ng (Familiar with RUP)

C kinh nghim v ng dng tng t (Application domain

2 0.5 ? ?
experience)

C kinh nghim v hng i tng (Object-oriented

3 1 ? ?
experience)

4 C kh nng lnh o Nhm (Lead analyst capability) 0.5 ? ?

5 Tnh cht nng ng (Motivation) 1 ? ?

nh gi chung cho D n

6 n nh ca cc yu cu (Stable requirements) 2 ? ?

S dng cc nhn vin lm bn thi gian (Part-time

7 -1 ? ?
workers)
Dng ngn ng lp trnh loi kh (Difficult programming
8 -1 ? ?
language)
II H s phc tp v mi trng (EF) ?

77
- ngha ca cc h s thnh phn nh sau:

Bng 4.3b. ngha ca cc H s phc tp v mi trng

STT Tn h s M t

1 C p dng quy trnh pht trin theo Nhn vin pht trin c hiu bit hoc tng
mu RUP v c hiu bit v RUP thc hin cng vic ti cc cng ty c p dng
RUP hoc cc quy trnh pht trin phn mm
tng ng hay khng?

2 C kinh nghim v ng dng tng Nh pht trin tng pht trin nhng ng
t dng tng t, s dng cng ngh tng t
hay cha?

3 C kinh nghim v hng i tng Nh pht trin c hiu bit v cng ngh hng
i tng hay khng? Hoc c s dng thnh
tho cc cng c pht trin hng i tng
hay khng?

4 C kh nng lnh o nhm Ngi ng u ca nhm pht trin c kh

nng t chc, qun l v trin khai nhim v
trong nhm pht trin tt hay khng? Ngi
ng u nhm pht trin c kinh nghim lnh
o nhm trong nhiu d n hay cha?

5 Tnh cht nng ng Tc gii quyt vn t lc tip cn bi ton

cn gii quyt l nhanh hay chm?

6 n nh ca cc yu cu Vic xc nh yu cu phn mm c thun li

hay khng? Cc yu cu l r rng hay bt
nh? C thng xuyn phi chnh sa li ti
liu c t yu cu phn mm hay khng?

7 S dng nhn vin lm bn thi gian Nhm pht trin c s dng nhn vin lm bn
thi gian hoc kim nhim hay khng?

8 Dng ngn ng lp trnh loi kh
Nhm pht trin s dng cng c pht trin
quen thuc hay hon ton mi. Nhm pht trin
c cn phi tham gia cc kha hc b sung
nng cao k nng s dng cng c pht trin
hay khng?

Tt c cc H s tc ng mi trng v nhm lm vic, ngoi tr H s 7

v 8, s lm gim n lc (thi gian) ca d n. Ngha l, nu cc H s t 1
n 6 cng ln, n lc (thi gian) ca d n cng ngn, nhng iu ny s
ngc li i vi H s 7 v 8.

78
 - im nh gi trong Bng 4.3 ti mc I nm trong khong t 0 n 5 (chp
nhn im nh gi l 1 ch s thp phn sau du chm thp phn) vi cc
ngha nh sau:
0 = Trnh yu
3 = Trung bnh
5 = Gii
- Kt qu nh gi bng cho im ti mc I l c s cho vic xc nh Gi tr
xp hng ti mc II.
- Cho mi h s, nhn gi tr xp hng vi trng s ca n t bng v cng
nhng con s ny li vi nhau c c gi tr cho H s tc ng mi
trng v nhm lm vic (EFactor).

C th, EFactor trong ct Kt qu (n v tnh: gi tr) c xc nh theo cng

thc:

EFactor = Mi x TSi

i=1

Trong :
+ Mi : Gi tr xp hng ca h s th i trong 8 h s thnh phn;

TSi: Trng s tng ng ca h s th i trong 8 h s thnh phn;

+ Gi tr xp hng Mi c nh gi nh bng 4.3c:

Bng 4.3c. Xp hng cc H s phc tp v mi trng

Th t cc h s tc ng mi trng (i) Gi tr xp hng (T 0 n 5)

nh gi cho tng thnh vin

C p dng quy trnh pht trin phn mm 0 = Khng c kinh nghim

1 theo mu RUP v c hiu bit v RUP hoc 3 = Trung bnh
quy trnh pht trin phn mm tng ng 5 = Trnh chuyn gia

0 = Khng c kinh nghim

2 C kinh nghim v ng dng tng t 3 = Trung bnh
5 = Trnh chuyn gia

0 = Khng c kinh nghim

3 C kinh nghim v hng i tng 3 = Trung bnh
5 = Trnh chuyn gia
0 = Khng c kinh nghim
4 C kh nng lnh o Nhm 3 = Trung bnh
5 = Trnh chuyn gia

79
 0 = Khng nng ng
5 Tnh cht nng ng 3 = Trung bnh
5 = Cao

nh gi chung cho Nhm lm vic

0 = Rt bt nh
6 n nh ca cc yu cu
5 = Khng hay thay i

0 = Khng c nhn vin lm bn thi gian

7 S dng cc nhn vin lm bn thi gian 3 = C nhn vin lm Part-time
5 = Tt c u lm Part-time

0 = Ngn ng lp trnh d
8 Dng ngn ng lp trnh loi kh 3 = Trung bnh
5 = Kh

T , H s phc tp v mi trng EF c tnh t phng trnh sau y:

EF = 1.4 + (0.03 * EFactor)

Trong , 1.4 v -0.03 l trng s o chun.

6. S dng hai H s ny, tnh s im trng hp s dng sau hiu chnh

AUCP nh sau:

AUCP = UUCP * TCF * EF

c lng n lc, ta cn bit s gi cn thit thc hin 1 trng hp s dng

(hours per use case point) l bao nhiu. Gn trung bnh, 20 ngi-gi (person-hour) cho
mi AUCP cho ton b vng i (life cycle). iu ny s to ra mt c lng th. Tinh
chnh li c lng ny c lm nh sau. m xem c bao nhiu H s<3 v c bao
nhiu H s>3. Nu tng s cc H s c gi tr < 3 t, 20 ngi gi mi AUCP l ph hp.
Nu c rt nhiu, s dng 28 ngi gi mi AUCP. Ni cch khc, khong 20 n 28
ngi-gi mi AUCP, v ngi qun l d n c th quyt nh gi tr s dng ty thuc
vo cc yu t khc nhau.

4.2.4 Hiu qu ca phng php c tnh

Cch ph bin phn tch tnh hiu qu ca mt phng php c lng l so sch n
lc c lng (estimated effort) vi n lc thc t (actual effort). Nh tho lun trc
y, so snh ny ch a ra mt nim chung v mc chnh xc ca cc c lng,

80
n khng ch ra c cc c lng ti u n mc no. c c thng tin , bn
phi nghin cu nhng nh hng ca c lng ln nhng lp trnh vin (programmers)
(v d, xem h c b "ko di ra" hoc b "khng s dng). Tuy nhin, so snh n
lc thc t s dng v n lc c lng khng cung cp mt nim v mc hiu
qu ca phng php c lng.

i vi cc d n hon thnh, nh tho lun trong Chng 3, c s d liu quy

trnh bao gm cc thng tin v n lc c lng cng nh n lc thc t. Hnh 4.1 l biu
phn tn n lc c lng v n lc thc t cho mt s d n hon thnh.

Hnh 4.1. N lc thc t (actual) so vi c lng (estimated)

Biu cho thy, phng php c lng hot ng kh tt, hu ht cc im d liu

gn vi dng 45 trong biu (nu tt c cc c lng chnh xc bng vi n lc
thc t, tt c cc im s ri vo ng 45-). Cc s liu cng cho thy rng hn 50%
s d n nm trong vng 25% ca n lc c lng. Tuy nhin, cc d liu cho thy
rng cc c lng thng thp hn so vi n lc thc t; lu rng hu ht cc im
trn ng 45 ch khng phi l bn di n. Tc l, con ngi c xu hng c
lng non (underestimate) thng xuyn hn. Tnh trung bnh, cc n lc thc t cao
hn 25% so vi c lng (d ton). nh gi chung: mc d cn c ci tin thm,
nhng phng php c lng c hiu qu tm c.

81
4.2.5 c lng n lc ca d n ACIC

y chng ti minh ha phng php c lng bng cch trnh by ng dng ca n

ACIC. D n ACIC s dng phng php im trng hp s dng (use case points).
Do , cc phn tch ch yu dng cc trng hp s dng (use case) v khng dng
cc m-un. phn loi cc trng hp s dng, ngi qun l d n s dng cc tiu
ch phn loi. Tuy nhin, khng hon ton ging nh phng php im trng hp
s dng c gii thiu phn trc, ACIC ch m im cc trng hp s
dng (TBF) m khng m im cc tc nhn (TAW). Bng 4.4 lit k 26 trng hp
s dng v phc tp ca chng.

c lng n lc cho cc loi trng hp s dng khc nhau, ngi qun l d n

ACIC s dng d liu t d n Synergy, cc mc trong c s d liu quy trnh (process
database) ca d n ny c gii thiu trong Chng 3. D n Synergy c 21
trng hp s dng n gin, trung bnh 11, v 8 phc tp. D liu xy dng chi tit
(detailed build data) ca cc trng hp s dng khc nhau c s dng c
lng n lc xy dng trung bnh (average build effort) dng. (N lc xy dng (thc
t) l khong 143 ngi-ngy. Vi n lc xy dng trung bnh l 1 ngy-ngi, 5 ngi-
ngy, v 8 ngi-ngy tng ng cho mt trng hp s dng n gin, trung bnh, v
phc tp. Nu tnh theo mc trung bnh ny th tng s l 140 ngi-ngy mt con s
gn vi gi tr thc (143)). Bng 4.5 cho thy n lc xy dng trung bnh cho mi loi
trng hp s dng v tng n lc xy dng.

Bng 4.4. Cc trng hp s dng trong d n ACIC

S STT ca
trng hp s Loi phc
dng M t tp
1 Mn hnh iu khin (Navigate Screen) Phc tp
2 Cp nht thng tin chi tit c nhn (Update Personal Details) Trung bnh
3 Thm a ch (Add Address) Trung bnh
4 Cp nht a ch (Update Address) Phc tp
5 Xa a ch (Delete Address) Phc tp
6 Thm s in thoi (Add Telephone Number) Trung bnh
7 Cp nht s in thoi (Update Telephone Number) Phc tp
8 Xa s in thoi (Delete Telephone Number) Phc tp

82
 9 Thm email (Add E-mail) Trung bnh
10 Cp nht email (Update E-mail) Trung bnh
11 Xa email (Delete E-mail) Trung bnh
12 Cp nht thng tin cng vic ca i tc Trung bnh
(Update Employment Details of a Party)
13 Cp nht thng tin ti chnh ca i tc Trung bnh
(Update Financial Details of a Party)
14 Cp nht thng tin chi tit v ti khon Trung bnh
(Update Details of an Account)
15 Cc hot ng bo tr mt ti khon Phc tp
(Maintain Activities of an Account)
16 Bo tr s ghi nh ca mt ti khon n gin
(Maintain Memos of an Account)
17 Xem lch s chi tit ca i tc (View History of Party Details) Phc tp
18 Xem lch s chi tit ca ti khon Phc tp
(View History of Account Details)
19 Xem lch s mc chn la v cc ty chn dch v n gin
(View History of Option Level and Service Options)
20 Xem lch s ca cc hot ng v s ghi nh n gin
(View History of Activities and Memos)
21 Xem lich s ca cc vai tr (View History of Roles) Phc tp
22 Xem cc chi tit v ti khon (View Account Details) n gin
23 Xem cc c phn ca mt ti khon Phc tp
(View Holdings of an Account)
24 Xem cc n t hng cha c x l ca mt ti khon Phc tp
(View Pending Orders of an Account)
25 ng/Kch hot mt ti khon (Close/Reactivate Account) n gin
26 Lm cp nht thng minh cho cc i tc kinh doanh ca ACIC Phc tp
(Make Intelligent Update to Business Partners of ACIC)

Bng 4.5. N lc xy dng cho d n ACIC

Loi trng hp s N lc (ngi-ngy/1 trng S Tng n lc xy dng

dng hp s dng) lng (ngi-ngy)
n gin 1 5 5
Trung bnh 5 9 45
Phc tp 8 12 96
Tng 146

c lng phn phi n lc cho cc giai on, ngi qun l d n s dng t l

phn phi ca d n Synergy. Bi v cc d n trc khng c giai on yu cu,

83
phn phi c sa i. Bng 4.6 trnh by n lc c lng cho tng giai on v
tng s.

Bng 4.6. N lc c lng cho d n ACIC

Hot ng N lc c c lng (Estimated Effort)

Ngi-ngy % ca Tng n lc
(% of Total Effort)
Requirements 50 10
Design 60 12
Build 146 29
Integration testing 35 7
Regression testing 10 2
Acceptance testing 30 6
Project management 75 15
Configuration management 16 3
Training 50 10
Others 40 6
N lc c c lng 501 100%
(Estimated effort)

Trong d n ny, ngoi vic c lng theo tip cn t di ln (bottom-up), ngi qun
l d n s dng phng php im trng hp s dng. Nh m t trn, u tin
UUCPs c xc nh t cc trng hp s dng theo quy nh: 5 im cho mi trng
hp s dng n gin, 10 im cho mi trng hp s dng trung bnh, v 15 cho mi
trng hp s dng phc tp. S lng cc trng hp s dng n gin, trung bnh, v
phc tp tng ng l 5, 9, v 12, do UUCP l:

UUCP = 5 * 5 + 9 * 10 + 12 * 15 = 295

tnh vo cc h s khc, u tin ngi qun l d n ACIC xp hng gi tr cho cc

h s phc tp v k thut cng ngh. ng xp hng gi tr nh sau (theo th t
c a ra trong Bng 4.2): 4, 3, 5, 3, 4, 5, 5, 0, 4, 1, 2, 0, v 5, kt qu ca TFactor l
40 (8 + 3 + 5 + 3 + 4 + 2.5 + 2.5 + 0 + 4 + 1 + 2 + 0 + 5) v TCF l 1.0. Tip theo, ng xp
hng gi tr cho cc h s phc tp v mi trng nh sau (theo th t c a ra trong
Bng 4.3: 3, 1, 3, 4, 5, 5, 0, v 3; kt qu ca EFactor l 22 (4.5 + 0.5 + 3 + 2 + 5 + 10 + 0
- 3) v EF l 0.74. T , ng tnh ton tng s im trng hp s dng.

84
 AUCP = 295 * 1.0 * 0.74 = 218.3

S dng n lc chun l 20 ngi-gi cho mi AUCP, ng nhn c n lc l:

218 * 20 = 4,360 ngi-gi = 499 ngi-ngy (khi 8.75 gi/ngy)

hoc

513 ngi-ngy (khi 8.5 gi/ngy)

Nhng c lng ny gn vi cc c lng trc mt cch ng kinh ngc, lm

tng s t tin cho ngi qun l d n trong c lng. Hn na, tt c cc ct mc
(milestones), n lc ln hn, khi so vi k hoch, l rt nh, nh bn s thy khi phn tch
cc ct mc c a ra trong Chng 11.

Nh cp trc y, trong d n ny, quy trnh lp i lp li ca RUP c s dng.

Bi v cc giai on thit k, phn tch v xy dng (build) c tri ra nhiu vng lp
(iterations), c lng n lc theo-giai on s khng cung cp mt u vo trc tip cho
cng tc lp k hoch. lp k hoch, ngi qun l d n phi c lng cc n lc
cho cc vng lp khc nhau. c c iu ny, ng bt u vi c lng tng th
nh xc nh trc y. c lng cho cc yu cu (requirements) c chia
thnh hai giai on: giai on khi xng (project initiation) v giai on bt u
(inception phase). N lc cho thit k (design), xy dng (build) v kim th c chia
nh ra thnh giai on pht tho t m (elaboration phase) v xy dng (construction
phase), da trn cc trng hp s dng c la chn trong cc vng lp li khc nhau
v cc hng dn c a ra trong phng php RUP. Qun l d n, qun l gi (CM),
v cc chi ph cn li khc c lm tng t. Bng 4.7 cho thy s phn phi n lc cho
cc vng lp khc nhau.

Bng 4.7. Phn phi n lc cho cc vng lp trong d n ACIC

Vng lp (Iteration) N lc c lng (Estimated Effort)

Ngi-ngy (Person-days) % ca n lc tng cng
(% of Total Effort)
Project initiation 25 5
Inception phase 24 5
Elaboration phase: Iteration 1 45 9

85
Elaboration phase: Iteration 2 34 7
Construction phase: Iteration 1 27 5
Construction phase: Iteration 2 24 5
Construction phase: Iteration 3 21 4
Transition phase 110 22
Project closure 10 2
Project management 75 15
Configuration management 16 3
Training 50 10
Others 40 8
Tng n lc c lng 501 ngi-ngy 100%
(Total estimated effort) (person-days)

4.3 LP THI GIAN BIU (SCHEDULING)

Lp thi gian biu ti Infosys c th c chia thnh hai hot ng nh (subactivities): xc

nh thi gian biu tng th (thi gian hon thnh c d n) vi cc ct mc ln, v xy
dng thi gian biu chi tit cho cc cng vic/nhim v khc nhau.

4.3.1 Tng quan v Lp thi gian biu

Nh tho lun trong phn u chng ny, bn c th t c nhiu linh hot trong
vic xc nh thi gian biu bng cch kim sot mc nhn s (staffing), nhng s linh
hot ny c gii hn. V kh nng linh hot ny m vic xy dng cc hng dn nghim
ngt cho vic lp k hoch c th khng c a thch, cc hng dn nghim ngt lm
mt li th ca tnh linh hot c thng qua cho d n hoc khch hng. Hn na,
thi gian biu ca d n thng c xc nh trong bi cnh ln hn cc k hoch kinh
doanh (k hoch kinh doanh thng p t mt s yu cu tin ). Bt c khi no c th,
bn nn khai thc tnh linh hot ca thi gian biu thi gian p ng cc yu cu nh
vy. Mt phng php l s dng cc hng dn lp thi gian biu kim tra nhiu hn
na tnh kh thi ca thi gian biu hn l ch i xc nh thi gian biu m thi.

Hnh 4.2 cho thy biu phn tn ca thi gian biu v n lc cho mt s d n hon
thnh ti Infosys, cng vi mt ng cong phi tuyn hi quy va kht (thch hp) cho
biu phn tn.

86
 Hnh 4.2. Thi gian biu trnh nh l hm ca n lc

Phng trnh ca ng cong trong Hnh 4.3 l

schedule = 23.46 (effort)0.313

Hnh 4.3. ng kt ni nhn (Manpower) trong mt d n in hnh

S phn b ca cc im l bng chng cho thy rng thi gian hon thnh khng phi l
mt hm duy nht ca n lc. Tuy nhin, thi gian hon thnh c xc nh c th
c s dng nh l mt hng dn hoc kim tra tnh hp l ca thi gian hon
thnh c c lng ci c th c quyt nh da trn cc yu t khc. Tng t
nh vy, cc d liu v thi gian hon thnh v n lc t cc d n tng t c th c
s dng kim tra tnh hp l ca bt k thi gian hon thnh c ngh no.

87
Nhng ngi qun l d n thng s dng quy tc thc nghim tnh (rule of thumb),
c gi l kim tra cn bc hai (square root check), kim tra thi gian hon thnh ca
mt d n quy m trung bnh. Nguyn tc l thi gian hon thnh d n nn c ngh
gn bng cn bc hai ca tng n lc (effort) c tnh theo thng-ngi; thi gian hon

thnh d n c th c p ng nu ngi c phn cng cho d n. V d,

nu n lc c lng l 50 ngi-thng, mt thi gian biu khong 7 n 8 thng s ph
hp vi khong 7 n 8 ngi lm vic ton thi gian (full-time).

Bi v mi quan h gia thi gian hon thnh d n v s ngi, thi gian hon thnh ch
c chp nhn nu ngi ng u ca cc n v ca cng ty (m d n thuc v)
ng cung cp s ngi cn thit. Nu s ngi cn thit cha c sn, thi gian
hon thnh d n phi c iu chnh. Cc ph thuc (dependencies) ca d n cng
c kim tra trc khi thi gian hon thnh c chp nhn. Nu vic thc hin d n
ph thuc vo cc yu t bn ngoi (chng hn nh phi hon thnh mt d n khc
hoc ch i s c mt ca mt phn mm no ), thi gian hon thnh phi c iu
chnh thch ng vi nhng yu t ny.

Mt khi thi gian tng th ca d n c n nh c nh, thi gian cho cc ct mc

chnh phi c xc nh. xc nh cc ct mc, trc tin bn phi hiu ng kt
ni nhn lc thng din ra trong mt d n. S lng ngi trong mt d n phn mm
c xu hng theo ng cong Rayleigh [9],[11]. lc bt u v kt thc, t ngi lm
vic trong d n; nhm t c kch thc ti a (PTS - peak team size) mt ni no
gn gia d n. Cch thc hot ng ny xy ra bi v ch c vi ngi l cn thit
trong giai on u ca phn tch yu cu v thit k. Yu cu ngun nhn lc t mc
ti a trong sut thi gian ci t m v kim th n v (unit testing). Mt ln na, trong
sut thi gian kim th h thng v tch hp h thng (system testing and integration), t
ngi hn c cn. Trong nhiu trng hp, mc phn cng nhn s khng thay i
thng xuyn, nhng xp x ca ng cong Rayleigh c s dng: phn cng mt vi
ngi lc bt u, nhm c ng ngi nht trong sut giai on xy dng (build phase),
v sau li mt vi ngi lm tch hp v kim th h thng. Nu bn xem xt
thit k, xy dng (build) v kim th nghim l ba giai on chnh thc hin cc yu
cu, ng kt ni nhn lc trong cc d n thng tng t nh hm c hin th
trong Hnh 4.3.

88
 Infosys, tip cn ny thng c p dng phn cng nhn s. t ngi hn c
giao nhim v vo cc giai on bt u v kt thc, nhng s phn cng s ngi ti a
vo sut giai on xy dng. Trong sut giai on xy dng, d n thng t mc PTS.

d dng lp k hoch, c bit l i vi cc d n nh hn, tt c mi ngi thng

c phn cng ngay cung lm vic vi nhau t lc bt u ca d n. Cch tip cn
ny c th dn n mt s ngi s rnh u v cui d n. Thi gian rnh ny (slack
time) thng c s dng cho o to. o to cp d n ni chung cn thit v cc
cng ngh sp sa c s dng v lnh vc nghip v (business domain) ca d n, v
o to ny cn kh nhiu n lc (thi gian), nh c th nhn thy c qua phn phi n
lc c cung cp trong c s d liu v quy trnh. Tng t nh vy, thi gian rnh
xut hin giai on cui c th c s dng vit ti liu v cc nhim v kt thc
khc.

Phn phi thi gian hon thnh d n th khc vi phn phi n lc. i vi ba giai on
chnh, t l phn trm ca thi gian c dng trong giai on xy dng th nh hn so
vi t l phn trm ca n lc c dng bi giai on ny bi v n lin quan n nhiu
ngi hn. Tng t nh vy, t l phn trm ca thi gian c s dng trong giai on
thit k v kim th th ln hn t l phn trm n lc ca chng. Thi gian chnh xc
c s dng ph thuc vo ng kt ni nhn lc c hoch nh. Khi bit n lc
c lng cho mt giai on, bn c th xc nh thi gian ca giai on khi bn bit
ng kt ni nhn lc.

Ni chung, thit k cn khong 40% thi gian (20% cho thit k mc cao v 20% cho thit
k chi tit), xy dng cn khong 40%, v tch hp v kim th h thng cn 20% cn li.
Thng thng th ng kt ni nhn lc khong 01:02:01 cho thit k, xy dng, tch
hp v th nghim (c bit phn phi n lc ca cc giai on ny l 01:04:01). Cc
hng dn kiu ny gip ch trong vic kim tra cc ct mc c thit lp da trn
cc rng buc khc.

iu quan trng cn c bit l ngay c khi mt ngi c phn cng ton thi gian
(full-time) cho mt d n, vic thc hin cc nhim v khc cng tiu tn thi gian nhng
khng ng gp cho d n. Nhng nhim v ny bao gm ngh php, hot ng on th,
o to ni chung (khng phi cho d n c th), xem xt li (review) cc d n khc, v.v.

89
4.3.2 Hiu qu ca phng php

Khi c lng n lc, mt cch kim tra thi gian hon thnh d n l v biu so
snh thi gian hon thnh thc t vi thi gian c lng xem cc im c gn vi
ng 45- khng. Nu tt c cc im ri rt gn vi ng 45-, phng php c
lng c th c coi l c hiu qu. Hnh 4.4 cho thy biu ny cho cc d n pht
trin hon thnh trc y.

Nh bn c th thy, kt qu ca phng php c lng thi gian hon thnh d n l

kh gn vi thi gian thc t. Tuy nhin, hy ghi nh rng cc yu t khc (c tho
lun trong phn 4.2) cng c th ch ra thi gian d kin ny c kh thi khng.

Hnh 4.4. Thi gian biu thc t so vi c lng

4.3.3 Lp k hoch Chi tit

Mt khi cc ct mc v s lng nhn s (ngi tham gia) c n nh c nh, y

l lc i xy dng k hoch chi tit. Ngi qun l d n phn nh cc cng vic/nhim
v ra thnh cc cng vic nh (xp lch c) hn theo th bc k tha. Ti mi cng
vic chi tit, ngi qun l d n c lng thi gian cn thit hon thnh n v phn
cng nhn s thch hp c th hon thnh thi gian biu tng th. Trong vic phn
cng nhn s, ngi qun l d n xem xt n nhiu yu t khc nhau nh k hoch
ngh php ca cc thnh vin trong nhm, k hoch c nhn ca h v con ng s
nghip, cc k nng ca h v kinh nghim c cn, yu cu c o to v t vn,

90
tnh cht quan trng ca cng vic/nhim v, v gi tr ca kinh nghim s t c t
nhim v .

mi cp tinh chnh li, ngi qun l d n kim tra s n lc c cn cho ton b

cc cng vic trong k hoch chi tit v so snh vi n lc c lng. Nu cn thit, iu
chnh li cc c lng chi tit. V d, ngi qun l d n s phn chia giai on thit k
chi tit ra thnh nhiu cng vic/nhim v nh khi ang pht trin cc thit k chi tit cho
tng m-un, xem xt li thit k chi tit, sa cha cc li c tm thy, v.v., v ngi
qun l d n c th tip tc phn chia chi tit hn na. Sau , ngi qun l s lp thi
gian biu cho nhng cng vic ny v phn cng nhn s cho mt vi khong thi gian.

Nu k hoch chi tit ny khng ph hp vi thi gian biu v n lc c lng tng th,
ngi qun l d n phi thay i thi gian biu chi tit. Nu ngi qun l d n nhn
thy rng thi gian biu chi tit c xem l tt nht cng khng th tng thch vi n
lc v thi gian ca cc ct mc, ngi qun l d n phi sa i li cc c lng
trc . Do , lp k hoch l mt qu trnh lp i lp li.

Ni chung, ngi qun l d n tinh chnh li cc cng vic/nhim v n mt mc

m cc hot ng mc thp nht c th c ln k hoch chim khng nhiu hn
mt vi ngy cho mt ngi n l. Ngi qun l d n cng thm vo cc hot ng
chung, chng hn nh qun l d n, iu phi, qun l c s d liu, v qun l cu
hnh. Nhng hot ng ny t c tc dng trc tip n thi gian biu bi chng l nhng
cng vic ang din ra ch khng phi l cc hot ng xp lch c. Tuy nhin, tuy
nhin chng tiu tn nhn s v do phi c ghi nhn trong thi gian biu ca d n.

Him khi ngi qun l d n to k hoch chi tit cho ton b d n vi ch mt ln. Sau
khi thi gian biu tng th c n nh c nh, ngi qun l d n c th chi tit ha
mi giai on ch vo lc bt u ca giai on .

lp k hoch chi tit, ngi qun l d n thng xuyn s dng Microsoft Project
(MSP) hoc mt bng tnh. i vi mi hot ng cp thp nht, h quy nh n lc,
khong thi gian, ngy bt u, ngy kt thc, v cc nhn s. i vi mi hot ng, h
cng xc nh m hot ng (c tho lun thm trong Chng 7), m chng trnh, v
m m-un. H cng c th xc nh s ph thuc gia cc hot ng (v d, bn ch c
th tin hnh mt k hoch kim th n v cho mt chng trnh ch sau khi n c

91
ci t m) hoc mt s ph thuc lin quan n nhn s (cng mt nhn s c giao
hai nhim v).

Mt thi gian biu chi tit ca d n khng bao gi l tnh. Thay i c th c cn v

tin b thc t ca d n c th khc nh nhng g c ln k hoch, bi v cc
cng vic mi c thm vo p ng cc thay i yu cu, hoc do cc tnh hung
bt kh khng khc. Thay i nn ch c thc hin khi cn thit.

Thi gian biu cui cng, nh c ghi nhn trong Microsoft Project hoc mt s cng c
khc, l mt ti liu lu k hoch d n "sng" nht. Trong sut d n, nu k hoch ny
cn phi c thay i v cc cng vic b sung phi c thc hin, sau khi quyt nh
c a ra, bt k thay i no u phi c ghi nhn vo trong thi gian biu chi tit.
Do , thi gian biu chi tit s tr thnh ti liu chnh theo di cc hot ng v thi
gian hon thnh. Thi gian biu chi tit cng l mt u vo quan trng cho vic gim st
d n, c tho lun trong Chng 11.

4.3.4 Thi gian biu ca d n ACIC

Hy xem xt v d v d n ACIC nh tho lun trc y. N lc c lng cho d

n ACIC l 501 ngi-ngy, hoc khong 24 ngi-thng. Khch hng cho khong 5.5
thng hon thnh d n (t ngy 15/5 n 3/11). Bi v gi tr ny ln hn cn bc hai
ca n lc trong thng-ngi, v bi v vic thu thp yu cu (requirements) phi c
hon thnh trc khi d n bt u, thi gian biu trnh ny c chp nhn. (Yu cu
nhn s cho thi gian biu ny cng c c lng v c a vo trong k
hoch qun l d n trong Chng 8.)

Nhng ct mc c xc nh bng cch s dng n lc c lng cho giai on v

mt c lng s nhn s cn thit thc hin giai on ny. Trong d n ACIC, ngi
qun l d n lit k cc hot ng ch yu trong tng giai on v phn cng nhn s
cho chng. T vic phn cng ny, ng xc nh k hoch tng th v n lc cho giai
on. Nu n lc tng th cho giai on khng ph hp vi n lc c c lng,
ng phi iu chnh li s phn cng cho n khi tng n lc ph hp vi n lc c
c lng. Khi thi gian biu tng th, nh c thu c t s phn cng cc hot
ng, c s dng lm thi gian biu cho giai on. (Cc ct mc c xc nh
trong k hoch qun l d n c trnh by trong Chng 8). Bng 4.8 cho thy thi

92
gian biu mc cao ca d n ACIC. Thi gian biu ny s t ng c thu c t k
hoch chi tit cui cng ca d n.

Trong bng, ID cng vic l s th t c gn trong Microsoft Project. Cc ID cng vic

cho thy rng tng s cng vic trong thi gian biu cui cng l hn 330 v mi cng
vic trong s nhng cng vic cp cao c nhiu cng vic thp hn c xp lch
di n. Cng vic u tin l tng th d n, vi thi gian hon thnh khong 140 ngy
v s n lc l 560 ngi-ngy. (Thi gian biu ny l thi gian biu sau cng ca d n,
trong a vo cc thay i; hai cng vic cui cng trong bng ny l hai thay i
ln)

Bng 4.8. Thi gian biu mc cao cho d n ACIC

Khong thi N lc tnh

(Duration) theo ngi- Ngy bt Ngy kt
ID cng Cng vic tnh theo ngy (person- u (start thc (end
vic (Task) ngy days) date) date)
1 ACIC development schedule 139.56 559.93 4/3/00 11/3/00
2 Project initiation activities 33.78 24.2 5/4/00 6/23/00
29 Regular activities 87.11 35.13 6/5/00 10/16/00
74 Training 95.11 49.37 5/8/00 9/29/00
99 Organization activities 76.89 12.9 5/22/00 9/15/00
104 Knowledge sharing initiative 78.22 19.56 6/2/00 9/30/00
110 Inception phase activities 26.67 22.67 4/3/00 5/12/00
114 Elaboration Iteration 1 27.56 55.16 5/15/00 6/23/00
157 Elaboration Iteration 2 8.89 35.88 6/26/00 7/7/00
198 Construction Iteration 1 8.89 24.63 7/10/00 7/21/00
228 Construction Iteration 2 6.22 28.22 7/20/00 7/28/00
256 Construction Iteration 3 6.22 27.03 7/31/00 8/8/00
290 Transition phase activities 56 179.62 8/9/00 11/3/00
323 Window resized release of 26.67 39.11 8/14/00 9/22/00
2.0 code
331 Back-end mainframe work 4.44 6.44 8/14/00 8/18/00
for 3.0

Thi gian biu mc cao ny khng thch hp cho vic phn b nhn s v hoch nh chi
tit. Trong qu trnh lp k hoch chi tit, cc cng vic ln c chia ra thnh cc hot
ng nh hn c th xp lch c. Bng cch ny, thi gian biu cng tr thnh mt

93
danh sch lit k cc mc cn kim tra (checklist) cho cc cng vic ca d n. Nh
cp trc y, vic "phn r" cc hot ng mc cao khng c thc hin hon
ton mt ln lc bt u nhng n s c thc hin nhiu ln trong sut thi gian thc
hin d n.

Bng 4.9 cho thy mt phn ca thi gian biu chi tit ca vng lp 1 ca giai on xy
dng (construction-iteration 1) ca d n ACIC. Cho mi hot ng, bng xc nh c th
cc m-un, chng trnh, m hot ng, s n lc, thi gian, v.v. Ct M-un v ct
Chng trnh trnh by cho cc module v chng trnh m cng vic ang c thc
hin. M hot ng trnh by hot ng ang c thc hin. (Cc M hot ng c
nh theo chun cng ty, s c tho lun thm trong Chng 7.)

Bng 4.9. Phn ca thi gian biu chi tit cho d n ACIC

Thi gian
M hot hon
Chng ng thnh Ngy kt % Hon Nhn s
M-un trnh (Activity Cng vic/nhim v (Duration: Effort Ngy bt u thc thnh (Resource
(Module) (Program) Code) Task days) (days) Start Date End Date (Complete) Initials
PRS Requirements 8.89 days 1.33 days 7/10/00 8:00 7/21/00 17:00 100% BB, BJ)
PDDRV Design review 1 day 0.9 days 7/11/00 8:00 7/12/00 9:00 100% BB, BJ, SB
PDDRW Rework after design 1 day 0.8 days 7/12/00 8:00 7/13/00 9:00 100% BJ, SB
review
History UC17 PCD View history of party 2.67 days 1.87 days 7/10/00 8:00 7/12/00 17:00 100% HP
details, UC17
History UC7 PCDRV Code walkthrough, 0.89 days 0.27 days 7/14/00 8:00 7/14/00 17:00 100% BJ, DD
UC17
History UC19 PCDRV Code walkthrough, 0.89 days 0.27 days 7/14/00 8:00 7/14/00 17:00 100% BJ, DD
UC19
PCDRW Rework after code 0.89 days 2.49 days 7/17/00 8:00 7/17/00 17:00 100% DD, SB,
walkthrough HP, BJ
PUTRW Rework after testing 0.89 days 0.71 days 7/18/00 8:00 7/18/00 17:00 100% BJ, SB,
DD, HP
History UC17 PUT Test, UC 17 0.89 days 0.62 days 7/18/00 8:00 7/18/00 17:00 100% SB
History UC19 PUT Test, UC 19 0.89 days 0.62 days 7/18/00 8:00 7/18/00 17:00 100% HP
Configur PCM Reconciliation 0.89 days 2.49 days 7/19/00 8:00 7/19/00 17:00 100% BJ, DD,
ation SB, HP
Manage PPMPT Scheduling and 7.11 days 2.13 days 7/10/00 8:00 7/19/00 17:00 100% BB
ment tracking
Quality PPMPT Milestone analysis 0.89 days 0.62 days 7/19/00 8:00 7/19/00 17:00 100% BB

i khi, ngi tin nhim (predecessors) ca hot ng cng c ch nh, mc d

chng c b qua y. Thng tin ny gip trong vic xc nh ng gii hn (critical
path) v nhn s gii hn (critical resources).

i vi mi cng vic, bao nhiu % c hon thnh c trnh by trong ct % Hon

thnh. Nhng thng tin ny c s dng theo di hot ng (activity tracking), s tip

94
tc c tho lun trong Chng 11. Thi gian biu chi tit cng xc nh cc nhn s
m cng vic c giao.

S ca hot ng (activity number) c b qua khi Bng 4.9. Nh Bng 4.8 cho
thy, c hn 330 mc trong thi gian biu sau cng ca d n ACIC, cc cng vic
mc thp nht s c xp lch.

4.4 TM TT

Mc tiu c bn ca c lng n lc (d ton n lc) l to ra cc c lng hp l

ti hu ht cc thi im. Sau y l nhng bi hc quan trng t cc tip cn v phng
php c lng v lp k hoch c s dng ti Infosys:

S dng cc d liu qu kh c lng. Thch d liu t cc d n tng t

v sau d liu v kh nng chung ca quy trnh. S dng mt m hnh c
lng, nhng cho php s linh hot iu chnh c lng cho ph hp vi cc
yu t c th ca d n.

S dng cc m hnh khc nhau trong cc tnh hung khc nhau. c lng t
di ln th hiu qu khi chi tit ca d n c bit. S dng cch tip cn t
trn xung nu bn c th c lng kch thc v nng sut, v phng php
im trng hp s dng khi d n s dng mt phng php pht trin phn
mm da trn trng hp s dng.

i vi thi gian biu tng th v cc ct mc mc cao, s dng s linh hot hin

c p ng c nhng ngy ngh. Mt khi k hoch tng th v cc ct
mc c n c nh, hy xc nh yu cu v nhn s cho tng giai on da
vo n lc c lng ca tng giai on.

Thi gian biu chi tit th lun ng, hy ch cc vn lin quan n con ngi
trong khi phn cng nhim v. Khng cn thit tinh chnh ton b thi gian biu
lc bt u. Bn c th chi tit ha cc cng vic/nhim v trong k hoch tng
th khi c yu cu.

95
 Thi gian biu chi tit bao gm mt danh sch cc hot ng c lp k hoch
cho d n. Ghi nhn tt c cc hot ng c lp k hoch trong d v sau
s dng n theo di cc hot ng.

T quan im CMM, phng php c lng n lc v thi gian biu thch hp l mt

yu cu cho KPA Lp K Hoch Cho D n Phn Mm (Software Project Planning) ca
CMM mc 2. CMM mc 4, vic s dng cc d liu qu kh c lng c mong
i s tng, v cc mc tiu ca KPA Quy Trnh Qun L nh Lng (Quantitative
Process Management) khng th tha mn tr khi mt th tc c lng tt c s
dng. KPA Qun L Phn Mm Tng Hp (Integrated Software Management) mc 3
cng gi nh rng cc phng php c lng tt c s dng lp k cho d n.
Cc yu cu lin quan n ng lng trong nhng KPAs ny u c tha mn khi s
dng cc phng php c tho lun trong chng ny.

4.5 CC THAM KHO

1. B. Boehm. Software Engineering Economics. Prentice Hall, 1981.

2. S.D. Conte, H.E. Sunsmore, and V.Y. Shen. Software Engineering Metrics and Models.
Benjamin/Cummings, 1986.

3. V.R. Basili. Tutorial on Models and Metrics for Software Management and Engineering.
IEEE Press, 1980.

4. B. Boehm. Software engineering economics. IEEE Transactions on Software

Engineering, 10(1), 1984.

5. C.F. Kemerer. An empirical validation of software cost estimation models.

Communications of the ACM, 30(5), 1987.

6. J.E. Matson, B.E. Barrett, and J.M. Mellicham. Software development cost estimation
using Function points. IEEE Transactions on Software Engineering, 20(4), 1994.

7. A.J. Albrecht and J.R. Gaffney. Software function, source lines of code, and
development effort prediction: A software science validation. IEEE Transactions on
Software Engineering, 9(6), 1983.

96
8. F. Brooks, Jr. The Mythical Man Month, Anniversary Edition. Addison-Wesley, 1995.

9. L.H. Putnam and W. Myers. Industrial Strength Software: Effective Management Using
Measurement. IEEE Computer Society Press, 1997.

10. P. Jalote. CMM in Practice: Processes for Executing Software Projects at Infosys.
Addison-Wesley, 2000.
11. L.H. Putnam. A general empirical solution to the macro software sizing and estimating
problem. IEEE Transactions on Software Engineering, 4(4), 1978.

97
 Chng 5. Lp k hoch cho cht lng

Cho n vi nm trc y, ngnh cng ngh phn mm to ra cc sn phm c cht

lng thp nh l cc ngnh sn xut khc gp phi cch y rt lu - cht lng l mt
ci g c thc hin vo cui ca quy trnh lp rp/quy trnh pht trin, trc khi
sn phm c chuyn giao.Thng thng xem xt v nhn bit v cht lng, ngi
qun l d n phi lp k hoch kim th h thng (system testing) sau khi pht trin
(nhng ngi qun l khc thm ch cn khng lp k hoch cho kim th h thng!),
nhng h khng thc hin bt k cng vic quan trng no kim sot cht lng
trong sut qu trnh pht trin. Kt qu ra sao? Kim th h thng mt cch thng xuyn
pht hin ra nhiu li hn so vi d kin. Nhng li ny i hi nhiu n lc hn so vi
c lng sa cha chng, kt qu cui cng l phn mm c li c giao chm
tr.

Khi tnh hnh c ci thin, nhng ngi qun l d n bt u lp k hoch xem xt

li (review) v kim th n v (unit testing). Nhng h khng bit lm th no nh gi
hiu qu v tc ng ca cc bin php ny. Ni cch khc, cc d n vn thiu cc mc
tiu cht lng r rng, thiu cc k hoch t c mc tiu ca chng, v thiu cc
c ch gim st tnh hiu qu ca hot ng kim sot cht lng, chng hn nh ca
kim th n v.

Vi vic s dng cc php o (measurements) thch hp v d liu qu kh (past data),

bn c th cha tr vn cht lng theo cng mt cch thc m bn lm cho hai
tham s quan trng khc l n lc v thi gian biu. Ngha l, bn c th thit lp cc mc
tiu cht lng da trn nh lng, cng vi cc mc tiu nh (subgoals) gip theo
di xuyn sut thi gian thc hin d n (xem n c ang hng ti cc mc tiu cht
lng khng).

Chng ny tho lun lm th no nhng ngi qun l d n ti Infosys thit lp cc

mc tiu cht lng cho cc d n ca h v lm th no h pht trin mt k hoch
t c nhng mc tiu ny bng cch s dng cc mc tiu cht lng trung gian
(quality goals) theo di xuyn sut thi gian thc hin d n. Trc khi chng ti m t
cch tip cn ti Infosys, chng ti tho lun ngn gn v mt s khi nim chung trong
qun l cht lng.

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5.1 KHI NIM V CHT LNG

m bo sn phm phn mm cui cng c cht lng cao l mt trong nhng mi quan
tm chnh ca ngi qun l d n. Nhng lm th no cht lng phn mm
(software quality) c xc nh? Khi nim v cht lng phn mm khng d dng
c nh ngha bi v phn mm c th c nhiu c trng cht lng (quality
characteristics) khc nhau [1]. Tuy nhin, trong thc t, qun l cht lng thng xoay
quanh cc li (defects). Do , chng ti s dng mt li c giao (delivered defect
density) tc l s lng li trn mi n v kch thc trong phn mm c giao lm
nh ngha ca cht lng. nh ngha ny ang l mt chun cng nghip trong thc t
(de facto industry standard) [2]. Vic s dng n bo hiu rng mc tiu ca mt d n
phn mm l cung cp phn mm c cng t li cng tt.

Li (defect) l g? Mt ln na, khng c nh ngha chnh xc v li c p dng chung

v rng ri (mt phn mm b vit sai mt t c b coi l c mt li?). Ni chung, chng ta
c th ni mt li trong phn mm l mt ci g lm cho phn mm c c x theo mt
cch thc khng nht qun vi cc yu cu hoc nhu cu ca khch hng.

Trc khi xem xt cc k thut qun l cht lng, trc tin bn phi hiu chu trnh
tim v loi b li (defect injection and removal cycle). Pht trin phn mm l mt hot
ng theo hng con ngi (people-oriented activity) cao v do d b li. Li c th
c tim vo phn mm bt c giai on no trong qu pht tin n. Tc l, trong
sut qu trnh chuyn i t yu cu ca khch hng thnh phn mm p ng cc
yu cu , li c th c tim vo ti tt c cc hot ng chuyn i c thc hin.
Cc giai on tim ny ch yu l cc c t yu cu, thit k mc cao, thit k chi tit, v
ci t m.

c phn mm cht lng cao, sn phm cui cng cn phi c t li nht. Do ,

cung cp cc phn mm cht lng cao, hot ng loi b li l cn thit; vic loi b li
ny din ra thng qua cc hot ng kim sot cht lng l xem xt li (review) v kim
th (testing). Bi v chi ph loi b li tng ln khi li c pht hin mun (khong thi
gian nm gia lc li b a vo v lc li c pht hin) [3]. Mi quy trnh trng thnh
(CMM) s bao gm cc hot ng kim sot cht lng sau mi giai on, m ti cc
li c th c tim vo. Cc hot ng loi b li bao gm xem xt li yu cu, xem
xt li thit k, ci t m, kim th n v, kim th tch hp, kim th h thng v kim

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th chp nhn (chng ti khng bao gm vic xem xt li cc ti liu ca k hoch (plan
documents), mc d xem xt li ny cng gip ci thin cht lng ca phn mm). Hnh
5.1 cho thy qu trnh tim v loi b li.

Hnh 5.1. Tim v loi b li

Nhim v ca qun l cht lng l ln k hoch cho cc hot ng kim sot cht lng
mt cch ph hp ri sau thc hin v kim sot chng t c cc mc tiu cht
lng ca d n.

5.1.1 Tip cn theo th tc qun l cht lng

Nh cp trc y, bn pht hin li bng cch thc hin xem xt li hoc kim th.
Xem xt li c cu trc, quy trnh ca n theo hng con ngi (human-oriented
processes), trong khi , kim th l quy trnh thc thi (execute) phn mm (hoc cc b
phn ca n) c gng xc nh li. Trong cch tip cn theo th tc, qun l cht
lng, cc th tc v hng dn cho cc hot ng xem xt li v kim th s c xy
dng. Trong d n, cc hot ng ny s c lp k hoch (c ngha l, cn xc nh
hot ng v thi im thc hin chng); trong sut qu trnh thc hin, chng c thc
hin theo th tc c quy nh. Tm li, tip cn theo th tc l thc hin theo cc
quy trnh xc nh c inh ngha trc pht hin li.

Tip cn theo th tc khng cho php cc i hi c p ng v t l phn trm ca

cc li c loi b hoc cht lng ca phn mm sau khi hon thnh th tc. Ni cch

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khc, n ch n thun l thc hin mt tp hp cc th tc loi b li nhng khng cung
cp mt c s nh gi hiu qu ca chng hoc nh gi cht lng ca m (code)
cui cng. Hn na, mt cch tip cn nh vy s ph thuc nhiu vo cht lng ca
cc th tc v cht lng thc hin ca n. V d, nu k hoch kim th c thc hin
mt cch cn thn vi k hoch c xem xt k lng, cht lng ca phn mm
sau khi thc hin kim th s tt hn trng hp kim th c thc hin vi k hoch
kim th khng c suy ngh cn thn v vic xem xt li c thc hin cm
chng . Nhc im chnh ca cch tip cn theo th tc l thiu phng tin nh lng
cho ngi qun l d n nh gi cht lng ca phn mm c to ra; yu t duy
nht c th nhn thy c cho nhng ngi qun l d n l xem cc nhim v kim
sot cht lng c c thc hin hay khng.

5.1.2 Cc tip cn nh lng qun l cht lng

nh gi tt hn hiu qu ca cc quy trnh pht hin li (defect detection processes),

mt tip cn phi vt qu cu hi "Phng php c c thc hin khng?" v nhn
vo d liu o nh gi. Da trn phn tch cc d liu ny, bn c th quyt nh xem
kim th hoc xem xt li (review) c cn thit khng. Nu cc kim sot c p dng
trong d n da trn cc d liu nh lng t c mc tiu cht lng, khi
chng ta ni rng tip cn qun l cht lng da trn nh lng (quantitative quality
management approach) ang c p dng.

Qun l cht lng theo nh lng c hai kha cnh chnh: (1) thit lp mt mc tiu cht
lng theo nh lng v sau (2) qun l quy trnh pht trin phn mm theo nh
lng m mc tiu cht lng ny c p ng (vi mt t tin cao).

Mt cch tip cn qun l cht lng tt nn cung cp cc du hiu cnh bo sm ch

khng ch cho cnh bo cui d n - khi m khng cn nhiu la chn. Cnh bo sm
cho php can thip kp thi. t c mc tiu ny, cn thit phi d on gi tr ca
mt s thng s cc giai on khc nhau m c th kim sot chng trong sut thi
gian thc hin d n, m bo rng sn phm cui cng s c cht lng mong mun.
Nu c th thc hin cc d on nh vy, bn c th s dng d liu thc t c thu
thp nh gi xem quy trnh ang c p dng c hiu qu hay khng. Vi tip cn
ny, mt quy trnh pht hin li khng kt thc vi vic bo co rng quy va c thc
hin; thay vo , cc d liu c thu thp t quy trnh s c s dng m bo

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rng quy trnh ny c thc hin theo ng cch thc khai thc ht tim nng ca
n.

Mt tip cn theo nh lng kim sot cht lng phn mm l lm vic vi cc m

hnh tin cy phn mm (software reliability models). Hu ht cc m hnh nh vy s
dng cc d liu v hng hc c thu thp trong sut cc giai on cui cng ca kim
th nh gi tin cy (reliability) ca phn mm. Nhng m hnh ny c th cho bit
xem tin cy nh vy l c chp nhn hay cn kim th thm hay khng. Tht
khng may, chng khng cung cp cc mc tiu trung gian cc giai on u ca d n,
v chng cng c nhng hn ch khc. Nhn chung, cc m hnh nh vy l hu ch trong
vic nh gi tin cy ca mt sn phm phn mm, nhng chng cn hn ch cho vic
qun l cht lng. (Xem thm thng tin v cc m hnh tin cy ca phn mm
[4][5][6].)

Mt khi nim v cht lng ni ting khc trong phn mm l hiu qu loi b li (DRE-
defect removal efficiency). i vi hot ng kim sot cht lng (QC - quality control),
chng ti xc nh hiu qu loi b li l t l phn trm ca tng s li ang tn ti
c pht hin bi hot ng kim sot cht lng [5]. DRE cho ton b vng i ca d
n tc l, cho tt c cc hot ng thc hin trc khi phn mm c giao - i din
cho hiu qu sng ang xy ra (in-process) ca quy trnh. Nu ton b t l tim li
(defect injection rate) c bit cho d n, khi DRE cho ton b vng i cng xc
nh cht lng (mt li c giao/delivered defect density) ca phn mm.

Mc d hiu qu loi b li l mt thc o hu ch nh gi mt quy trnh v xc nh

cc khu vc cn ci tin, nhng n khng thch hp cho vic qun l cht lng. L do
chnh l DRE cho mt hot ng kim sot cht lng hoc mt quy trnh tng th ch c
th c tnh ton vo cui ca d n, khi tt c li v ngun gc ca chng c bit.
Do , n khng cung cp mt cch thc trc tip kim sot cht lng trong qu
trnh thc hin d n.

Mt tip cn khc qun l cht lng theo nh lng l d on li (defect prediction).

Trong tip cn ny, bn thit lp cc mc tiu cht lng bng cch s dng mt li
c giao (delivered defect density). Bn c th thit lp cc mc tiu trung gian bng
cch c lng s li c th c xc nh bi cc hot ng pht hin li khc nhau;
sau bn so snh s lng li thc t (actual number of defects) vi s li c lng
(estimated number of defects).

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Tip cn ny lm cho qun l cht lng ging nh qun l n lc v thi gian biu (hai
tham s chnh o thnh cng ca mt d n). Mc tiu cht lng phi c thit lp
cho phn mm c giao. T mc tiu ny, gi tr ca cc thng s c la chn
cho cc giai on khc nhau trong d n c c lng; c ngha l, cc ct mc c
xy dng. Nhng ct mc ny c la chn m, nu cc c lng c p ng,
cht lng sau cng ca phn mm s t c mc nh mong mun. Trong sut
qu trnh thc hin d n, gi tr thc t ca cc tham s c o lng v c so snh
vi mc c lng xc nh xem d n ang i ng ng hoc xc nh xem
nhng hot ng no cn phi c thc hin thm m bo rng phn mm cui
cng c cht lng nh mong mun.

Hiu qu ca tip cn ny ph thuc vo mc chnh xc ca cc d on mc li

(defect levels) m bn thc hin cc giai on khc nhau ca d n. c bit rng, t
l li (defect rate) c m hnh tng t nh t l n lc (effort rate) - c hai theo ng
cong Rayleigh [5][7][8]. Ni cch khc, s lng li c tm thy vo lc bt u ca d
n th nh, nhng tip tc tng cho n khi n t n mt gi tr cc i (vo khong thi
gian ang kim th n v) trc khi n bt u gim tr li. Bi v mt quy trnh nh
ngha cc thi im pht hin li, bn cng c th xc nh ng cong ny bng cch
s dng t l phn trm ca tng s li c pht hin giai on pht hin khc nhau.
V t c lng t l tim li (defect injection rate) v kch thc (size), bn c th c
lng tng s li. Tip cn d on mc li (defect level prediction) ny th tng t
c hai: (1) m hnh li c s (base defect model) v (2) tip cn STEER ca H thng
Lin bang ca IBM (IBM's Federal Systems Division)[5].

Mt tip cn khc l s dng kim sot quy trnh dng thng k (SPC - statistical process
control) qun l cht lng (Chng 7 cha mt tho lun ngn v SPC). Trong tip
cn ny, bn thit lp cc hiu sut (kh nng/performance) c mong i cho cc quy
trnh kim sot cht lng khc nhau, chng hn nh kim th v xem xt li, bng cch
thit lp cc gii hn kim sot (control limits). Nu hiu sut thc t ca cng vic/nhim
v kim sot cht lng khng nm trong gii hn ny, bn hy phn tch tnh hnh v c
hnh ng ph hp. Cc gii hn kim sot th tng t nh d on mc li da
trn hiu sut trong qu kh, nhng cng c th c s dng theo di cc hot ng
cht lng mt mc chnh xc hn (chi tit hn), chng hn nh vic xem xt li
hoc kim th n v mt m-un.

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Khi bn s dng tip cn d on hiu sut v s lng li thc t t hn so vi mc tiu,
tip cn c qu nhiu s khng chc chn, do bn c th ni rng quy trnh loi b li
khng c thc hin ng cch. Kt qu l, bn phi nhn vo cc ch s khc xc
nh nguyn nhn [5]. Ni cch khc, nu d liu thc t nm ngoi phm vi, ngi qun
l d n s nhn vo cc ch s khc quyt nh xem tnh trng thc t l g v nhng
hnh ng no nn c thc hin.

5.2 LP K HOCH QUN L CHT LNG THEO NH LNG

By gi chng ta hy xem xt lm th no nhng ngi qun l d n ti Infosys s dng

tip cn d on li qun l d n theo nh lng. (Nh c tho lun trong cc
Chng 10 v 11, cc d n cng s dng SPC (kim sot quy trnh dng thng k)
mc cng vic/nhim v). Nh tho lun trc y, khi bn lp k hoch qun
qun l cht lng theo nh lng cho mt d n, bn phi i mt vi hai vn chnh:
th nht, thit lp cc mc tiu cht lng, v th hai, d on mc li cc ct mc
trung gian m ti c dng gim st tin theo nh lng hng v pha mc
tiu. Ngoi ra, nu cc mc tiu ca d n vt qu kh nng ca cc quy trnh hin ti,
ngi qun l d n phi lp k hoch ci tin cc quy trnh ny. Chng ta hy xem
lm th no nhng ngi qun l d ti Infosys thc hin ba nhim v ny.

5.2.1 Thit lp cc mc tiu cht lng (Quality goal)

Nhng ngi qun l d n ti Infosys thit lp cc mc tiu cht lng trong sut cc
giai on lp k hoch. Mc tiu cht lng (quality goal) cho mt d n ni chung l s
lng li d kin s c tm thy trong kim th chp nhn (acceptance testing). Bn c
th thit lp cc mc tiu cht lng theo nhng g c tnh ton bng cch s dng d
liu qu kh; trong trng hp ny, n ng rng bn s s dng quy trnh chun, v v
th cc kt qu cht lng chun s c d kin (mong i). Hai ngun chnh c th
c s dng thit lp cc mc tiu cht lng: (1) d liu qu kh t cc d n
tng t v (2) d liu t cc c s d liu v kh nng ca quy trnh (PCB - process
capability baseline).

Nu bn s dng d liu t cc d n tng t, bn c th c lng s lng li s

c tm thy trong sut qu trnh kim th chp nhn ca d n hin ti bng cch tnh
tch ca s lng li c tm thy trong kim th chp nhn ca cc d n tng t v

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t l ca n lc c lng (ratio of the estimated effort) ca d n hin ti ny v n lc
tng cng ca cc d n tng t.

Nu bn s dng d liu t c s d liu quy trnh (PCB), bn c th s dng mt s

phng php tnh ton gi tr ny. Nu bn thit lp cc mc tiu cht lng l s
lng li trn mi im chc nng (FP - Function points), bn c lng kch thc
im chc nng (nh ni trc y), v s lng li d kin s l tch ca ca h s
cht lng v v kch thc c lng. Trnh t cc bc sau y c s dng:

1. Thit lp mc tiu cht lng l s li trong mi FP.

2. c lng mc nng sut d kin cho d n.

3. c lng kch thc dng FP (nng sut d kin * n lc c lng).

4. c lng s lng li giai on kim th chp nhn (AT- acceptance testing)

(mc tiu cht lng * kch thc c lng).

Thay v thit lp cc mc tiu cht lng bng s li trn mi im chc nng, i khi s
hu ch hn nu thit lp mc tiu v hiu qu loi b li. Trong trng hp ny, bn c
th xc nh s lng li d kin trong sut thi gian kim th chp nhn t t l tim li,
hiu qu loi b li trong sut tin trnh (target in-process removal efficiency), v kch
thc c lng (estimated size). Trnh t cc bc nh sau:

1. Thit lp cc mc tiu cht lng bng hiu qu loi b li.

2. c lng tng s li t t l tim li v kch thc c lng, hoc bng t l

tim li da trn n lc v n lc c lng.

3. c lng s lng li trong AT t tng s li v mc tiu cht lng.

5.2.2 c lng li cho cc giai on khc

Mt khi mc tiu cht lng ca d n c thit lp, bn nn c lng mc li cho

cc hot ng kim sot cht lng khc nhau m bn c th th kim sot cht
lng theo nh lng. Tip cn c lng mc li cho cc giai on khc th tng
t nh cc tip cn c lng li trong kim th chp nhn. T tng s li c lng,
bn d on mc li cho cc giai on kim th khc nhau bng cch s dng phn phi

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t l phn trm li nh c a ra trong PCB (c s d liu v kh nng ca quy
trnh). Ngoi ra, bn c th d on li cho cc giai on khc nhau da trn d liu qu
kh t cc d n tng t.

mc ti thiu, bn c lng s li cha c pht hin trong tch hp v kim th h

thng (system and integration testing). Kim th h thng c tch ring ra bi v n l
hot ng kim th chnh v l hot ng kim sot cht lng cui cng c thc hin
trc khi phn mm c giao n khch hng. c lng s li trong kim th h
thng v sau so snh con s c lng ny vi s lng li thc t va c tm thy
s gip bn xc nh xem kim th h thng c thc hin v phn mm sn
sng c giao cha.

i vi cc hot ng xem xt li (reviews), thay v lm mt d on trc tip mc li,

bn c th s dng cc ch tiu c a ra trong cc baseline ca vic xem xt li
nh gi hiu qu ca vic xem xt li ngay lp tc sau khi n c thc hin xong.
Nhng ch tiu ny c xc nh da trn hot ng SPC (kim sot quy trnh dng
thng k) v cho php bn nh gi tnh hiu qu ca mi ln xem xt li ch khng phi
l nh gi tnh hiu qu ca c mt giai on. Chng 10 tho lun chi tit hn v qun
l vic xem xt li theo nh lng. Tng t nh vy, ch tiu cng c cung cp cho
kim th n v. Gim st kim th n v tip tc c tho lun trong Chng 11.

5.2.3 Lp k hoch cho quy trnh cht lng (Quality process

planning)

Bn c th thit lp mt mc tiu cht lng cao hn (hoc thp hn) mc cht lng
(quality level) ca mt d n tng t (a similar project), hoc bn c th thit lp cc
mc cn t c bi quy trnh chun (standard process). Sau , bn c th xc nh s
lng li d kin cho cc mc tiu cao hn bng cch s dng mc tiu cht lng c
thit t cho d n. Mt cch lm khc l: sau khi xc nh s lng li d kin ca AT,
bn c th thit lp mc tiu cht lng bng cch chn mt s lng li khc ca AT lm
mc tiu.

Nu mc tiu cht lng da trn d liu t cc d n tng t v mc tiu l cao hn

so vi cc d n tng t, s c mt bt hp l nu mong i rng vic s dng quy trnh
tng t nh ci c s dng trong cc d n trc y s t c mc tiu cht

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lng cao hn. Nu quy trnh tng t c p dng, k vng hp l phi l t c
cc mc cht lng tng t. Do , nu mong mun c mt mc cht lng cao hn,
quy trnh ny phi c nng cp. Tng t nh vy, nu mc tiu cht lng c thit
lp cao hn mc cht lng c a ra trong PCB (c s d liu v kh nng ca quy
trnh), s c mt bt hp l nu mong i rng vic s dng quy trnh chun s dn n
mc cht lng cao hn. Do , mt chin lc mi s l cn thit - ni chung, mt s
kt hp ca o to, to mu (prototyping), kim th, xem xt li (reviews), v c bit l
trong cng tc phng nga li (defect prevention). Chin lc ny phi c ni r trong
k hoch cht lng cho d n. y chng ti tho lun v kim th v xem xt li
(reviews) - hai quy trnh kim sot cht lng chnh. Lp k hoch phng nga li c
tho lun phn sau ca Chng ny.

Cc mc kim th (levels of testing) khc nhau c trin khai trong mt d n. Bn c

th sa i mt kim th bng cch thm hoc xa mt s bc kim th (nhng bc
ny s to ra s lch (process deviations) ca quy trnh trong k hoch qun l d n).
Ngoi ra, bn c m rng tip cn kim th bng cch, v d, thc hin mt xem xt li
nhm (group review) cho k hoch v kt qu kim th.

Vic la chn sn phm cng vic va c to ra (work products) no c xem xt

li thng c lm bi ngi qun l d n. Tp hp cc ti liu s c xem xt, trn
thc t, c th thay i t d n ny sang d n khc. N c th c iu chnh theo
mc tiu cht lng. Nu mt mc cht lng cao hn c thit lp, mt s lng ln
hn ca cc nhm chng trnh (programs group) s c xem xt li, bng cch bao
gm nhm xem xm li cc k hoch kim th, bao gm nhm xem xt li ca cc thit
k chi tit, v.v. Nu phng php ny c chn, n c cp nh l chin lc
p ng cc mc tiu cht lng. tip tc chi tit ha chin lc ny, bn cn xc
nh trong k hoch d n tt c cc ti liu cn c xem xt li v bn cht ca nhng
xem xt li ny.

Bn c th s dng d liu baseline v kh nng quy trnh (process capability baseline)

c lng tc ng ca nhng thay i quy trnh c ngh i vi n lc v thi
gian biu c hoch nh cho d n. Thng thng, mt khi quy trnh b thay i, tc
ng ca chng c d on da trn kinh nghim qu kh. Chin thut ny thng l
chp nhn c v nhng thay i ni chung l nh.

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5.3 LP K HOCH PHNG NGA LI

Cc hot ng phng nga li (DP- Defect prevention) nhm ci thin cht lng v
nng cao nng sut. Ni chung mt s li hin din trong h thng nhng cha c pht
hin bi cc hot ng kim sot cht lng (QC - quality control), khc nhau th chc
chn s tm thy chng trong h thng cui cng. Hu qu l, nu s lng li hin din
trong phn mm trong sut giai on pht trin cng ln, s lng li cn st li trong h
thng cui cng khi giao s cng nhiu.

im ny c th c ni theo cch khc. Hiu qu loi b li tng th ca mt quy trnh

(overall defect removal efficiency) l t l phn trm tng s li c loi b bi cc hot
ng QC trc khi phn mm c giao. i vi mt quy trnh n nh, hiu qu loi b
li cng n nh. Do , nu tng s li trong h thng cng ln, s lng li cn st li
trong h thng c giao s cng ln. Ni cch khc, t l tim li (defect injection rate)
cng cao, cht lng s cng ngho nn. R rng, i vi mt quy trnh m hiu qu loi
b li ca n c bit trc, cht lng ca phn mm c giao c th c ci thin
nu t li hn xut hin trong khi phn mm ang c xy dng. Nhn ra c iu ny
ng vai tr l ng lc nng cao cht lng bng cch tng cng cc hot ng
phng nga li (DP).

Cc hot ng DP cng c li ch gip tng nng sut. Nh tho lun trc , chu k
li c bn trong sut qu trnh xy dng phn mm l cc nh pht trin to ra li, ri sau
xc nh v loi b chng. Ni cch khc, mt ci g c to ra v sau c
loi b. R rng, chu k tim v loi b li ny mt s lng ph n lc v n khng thm
gi tr no cho phn mm. Trong chu k ny, cc nh pht trin to ra mt ci g ch
sau ny dng thm n lc loi b n (v h hy vng h c th loi b ht tt c cc li).
Do , nu lc u khng to ra li; sau n lc cn thit xc nh v loi b chng
s khng c cn n. Ni cch khc, nu tim vo t li hn, t li hn s c g b,
kt qu l n lc cn thit loi b li s c gim, do lm tng nng sut. Quan
im ny gip to ra ng lc khi tr chi ph cho DP.

DP c thc hin nh th no? Tin ca DP l c mt s nguyn nhn ng sau

nhng li tim vo. Nu nguyn nhn c th c hiu, nhiu n lc c lm thc
hin loi b hoc gim thiu tc ng ca chng. Ni cch khc, DP ni chung i hi
phi thu thp d liu v cc li c tm thy trong qu kh, phn tch d liu ny tm

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ra nguyn nhn gc ca vic tim li, v sau pht trin cc gii php cho cc vn c
nguyn nhn ny.

Ging nh bt k cng vic/nhim v ln khc ca d n, cc hot ng DP phi c

ln k hoch. Bn thc s i phn tch cc li v tm cc gii php, tuy nhin, iu ny ch
c thc hin sau khi thu thp c nhiu d liu v li t d n. thc hin DP, mt
ngi qun l d n c th bt u vi mt tp hp cc gi (nn c thc hin theo)
mc cng ty v sau xy dng gi cho tng loi d n c th bng cch da trn
phn tch d liu v li ca d n. Infosys, cc bc sau y c thc hin cho cc
hot ng phng nga li mc d n:

Xc nh mt nhm phng nga li (defect prevention team) trong phm vi d n.

C mt cuc hp u tin (cho s bt u) (kick-off meeting) v xc nh cc gii

php hin c.

Lp k hoch phng nga li.

o Thit lp mc tiu phng nga li cho d n.

o Xt xem nhm DP c cn c hun luyn v DP v phng php

phn tch nguyn nhn, nu cn thit.

o Xc nh tn s m ti cc hot ng phng nga li s c thc hin.

Thc hin phng nga li.

o Ti cc im xc nh, thu thp d liu v li.

o Xc nh cc loi li ph bin nht bng cch lm phn tch Pareto.

o Thc hin phn tch nguyn nhn v xp u tin cc nguyn nhn gc.

o Xc nh v pht trin cc gii php cho cc nguyn nhn gc.

o Thc hin cc gii php.

o Xem li cc tnh trng (trng thi) v li ch ca DP ti cc ct mc ca d

n.

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 Rt ra bi hc.

o Trong bo co phn tch s liu v BOK, rt ra bi hc v li ch bn thu

c.

(BOK (body of knowledge): l mt khung ca kin thc c s dng

ng gi kinh nghim.)

o Gi (submit) tt c cc kt qu u ra ca DP gp phn xy dng cc

thnh phn ca quy trnh (process assets).

Trong sut qu trnh lp k hoch cht lng, cc hot ng duy nht ca bn l cc hot
ng lp k hoch. Cc hot ng bn trong ca "Thc hin phng nga li" hoc "Rt ra
bi hc" c thc hin trong khi d n ang c thc hin hoc khi n hon tt.
y, chng ti tp trung ch yu vo cc nhim v lin quan n lp k hoch. Chng
11 m t cc nhim v thuc "Thc hin phng nga li" trong mt tho lun v gim st
d n.

Hu ht cc hot ng lin quan n lp k hoch DP th c th hiu c (khng cn

gii thch) (self-explanatory). Ngi qun l d n xc nh mt nhm s thc hin cc
phn tch DP (r rng, tt c mi ngi trong d n phi thc hin cc gii php thc t
phng nga li). Mt cuc hp u tin (kick-off meeting) lm tng nhn thc ca
cc thnh vin trong nhm v xc nh cc gii php c th c sn trong cng ty. Nu cn
thit, nhm DP c o to v DP v phng php phn tch nguyn nhn.

Thit lp cc mc tiu cho DP l mt hot ng lp k hoch then cht. Nh cp

trc y, DP c xem nh mt chin lc t c cht lng v nng sut cao
hn so vi quy trnh chun ca cng ty c th t c. Do , nu mt ngi qun l d
n thit lp cc mc tiu cht lng v nng sut cao hn so vi mc ca cng ty,
nh l mt phn ca chin lc ca mnh t c nhng mc tiu m ngi qun l
d n mun c DP. Ni chung, mt ngi qun l d n thit t mc tiu cho DP l v
gim t l tim li, thng khong 10% n 20%. Vi t l ny, tc ng ca n n cht
lng v nng sut c th c c lng.

Mt hot ng lp k hoch quan trng khc l quyt nh khi no v bao lu th cc

cng vic/nhim v ca DP s c thc hin. Mc d mt ngi qun l d n c th
thc hin nhng quyt nh ny, cc hng dn chung ti Infosys l cc hot ng ca

110
DP nn c thc hin sau khi khong 20% ca cc chng trnh c ci t m,
m c xem xt li (code reviewed), v n v c kim th (unit tested), v mt ln
na khi khong 50% ca chng c ci t m, c xem xt li, v c kim th
n v. Tc l, trc tin thc hin DP khi d liu v li t khong 20% cc m-un c.
Hy vng rng, cc kt qu ca DP ny nn to ra kt qu l cc hot ng cn c thc
hin gim t l tim li cho phn cn li ca d n. Sau , thc hin DP khi d liu v
li t khong 50% cc m-un c. Trong ln thc hin ny, ngi qun l d n c th
xc nh xem cc gii php no ang em li hiu qu tt v xem cc hnh ng tip theo
no nn c thc hin. Ti thi im ny, tt c cc loi li khc nhau nn c nhn
thy v nguyn nhn ca chng c hiu r v cc hnh ng thch hp s c thc
hin.

5.4 K HOCH CHT LNG CA D N ACIC

By gi chng ta hy tho lun v vic lp k hoch cht lng cho case study - d n
ACIC. thit t cc mc tiu v c lng li, ngi qun l d n ACIC s dng d
liu t d n Synergy - mt d n tng t c thc hin trc cho cng mt khch
hng. T l tim li (defect injection rate) trong Synergy l 0.036 li mi ngi-gi (thu
c bng php chia: tng s li cho tng n lc - c hai tng s ny c sn trong c
s d liu quy trnh ca Synergy). Ngi qun l d n ACIC mun lm tt hn so vi
Synergy v d kin s c gim 10% t l tim li, tt so nhiu so vi cc tiu chun ca
cng ty. T l cho d n mi ny, s lng li tim c d kin l s c khong 501 *
8.75 * 0.033 (tch ca n lc tnh theo ngi-ngy, s gi ca mt ngi-ngy, v t l
tim li d kin). Tc l, c lng tng s li c tim vo trong sut ton b vng i
ca d n l khong 145 li.

Cht lng c nh ngha l mt li (defect density) trong sut kim th chp nhn
(acceptance testing), hoc hiu qu loi b li tng th (overall defect removal efficiency)
trc khi tin hnh kim th chp nhn. Synergy tm thy 5% li trong qu trnh kim th
chp nhn. D n ACIC t mc tiu lm gim n xung 3%, v nu nh vy th s
lng li d kin s c tm thy trong sut qu trnh kim th chp nhn l 145 * 0.03
= 5 (xp x).

Mc tiu v nng sut c ci thin nh so vi nhng g t c trong Synergy.

Mc tiu v thi gian hon thnh (thi gian biu) l s giao cc sn phm ng hn, v

111
chi ph d kin ca cht lng l 32%, ci ny th ging nh trong Synergy v baseline
kh nng ca cng ty (organization capability baseline). Bng 5.1 cho thy tt c cc mc
tiu cho d n ACIC.

i vi mc ch theo di v kim sot d n, ngi qun l d n ti ACIC mun c

lng s lng li s c pht hin trong cc giai on khc nhau. Khi , ng c th so
snh nhng c lng ny vi s li thc t c tm thy v s dng chng theo di
tin ca d n. T c lng tng s li tim, ng c th c c nhng c lng
cho mi giai on bng cch s dng phn phi li.

Bng 5.1. Mc tiu cho d n ACIC

Tiu chun ca cng

Gi tr C s thit t mc tiu (Basis
Mc tiu (Goals) ty (Organization-wide
(Value) for Setting Goals)
Norms)
Tng s li c tim 145 0.033 li/ngi-gi. 0.052 li/ngi-gi
vo Gi tr ny ln hn 10% ca d n
Synergy (d n ny ch l 0.036
(Total number of li/ngi-gi) (0.052 defects/person-
defects injected) hour)
(0.033 defects/person-hour.This is
10% better than Synergy, which was
0.036 defects/person-hour)
Cht lng (s li 5 3% hoc t hn 3% ca tng s li 6% ca tng s li
chp nhn c) c c lng c c lng

(Quality (acceptance (3% or less of total estimated (6% of estimated

defects)) number of defects) number of defects)
Nng sut tnh theo s 57 Tng thm 3.4% so vi nng sut 50
im chc ca d n Synergy
nng/ngi-thng
(3.4% productivity improvement over
(Productivity in Synergy)
FP/person-month)
Thi gian hon thnh Giao ng 10%
hn

(Schedule) (Delivery
on time)
Chi ph ca cht lng 32% 31.5% 32%

(Cost of quality)

c c phn phi li, ng la chn dng d liu baseline (capability baseline

data) v kh nng hoc d liu ca Synergy. Bi v Synergy khng c giai on yu

112
cu (requirements phase), ng iu chnh phn phi ca mnh cho ph hp vi chu k
cuc sng hin ti. V c bn, ng gim t l li c tm thy trong kim tra n v (unit
testing) t 45% xung cn 40%, gim t l phn trm ca li trong kim th chp nhn
(acceptance testing) xung 3% (v l mc tiu cht lng), v tng t l phn trm
ca li trong cc hot ng xem xt li yu cu (requirements review) v xem xt li thit
k (requirements review) n 20%. Nhng t l ny cng ph hp (nht qun) vi phn
phi c a ra trong baseline v kh nng (capability baseline). Bng 5.2 cho thy c
lng ca li s c pht hin cc giai on khc nhau.

Bng 5.2. Cc c lng s li s c pht hin

S li c lng s % li s c C s c dng
Giai on xem xt
c pht hin pht hin c lng
li/Kim th
(Estimated Number of (% of Defects to (Basis for
(Review/Testing Stage)
Defects to Be Detected) Be Detected) Estimation)
Xem xt li yu cu v thit 29 20% Tng t nh d n
k Synergy v c s d
liu v kh nng ca
(Requirements and design quy trnh.
review) (Similar project
Synergy and PCB)
Xem xt li m 29 20% Tng t nh d n
Synergy v c s d
(Code review) liu v kh nng ca
quy trnh.
Kim th n v 57 40% Tng t nh d n
Synergy v c s d
(Unit testing) liu v kh nng ca
quy trnh.
Kim th hi quy v tch 25 17% Tng t nh d n
hp Synergy v c s d
liu v kh nng ca
(Integration and regression quy trnh.
testing)
Kim th chp nhn 5 3% Tng t nh d n
Synergy v c s d
(Acceptance testing) liu v kh nng ca
quy trnh.
Tng s li c lng s 143 100%
c pht hin
(Total estimated number
of defects to be detected)

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Bi v mc tiu cht lng c thit lp l cao hn cht lng t c trong
Synergy cng nh cc tiu chun ca cng ty, v bi v mc tiu v nng sut cng cao
hn mt cht, ngi qun l d n ACIC phi a ra chin lc t c nhng mc
tiu ny v thc hin theo cc quy trnh tiu chun s khng gip t c chng. Chin
lc c bn gm ba phn:

p dng phng nga li.

Hng dn nhm xem xt li (reviews) cc c t yu cu v chng trnh u

tin c vit bi cc lp trnh vin.

S dng phng php RUP.

Bng 5.3. Chin lc t c cc mc tiu cao hn ca d n ACIC

Li ch c mong i (Expected
Chin lc (Strategy)
Benefits)

Phng nga li bng cch s dng cc hng dn phng Gim 10% -20% t l tim li v tng
nga li (defect prevention guidelines) v quy trnh; s khong 2% nng sut.
dng cc chun c pht trin trong Synergy ci t
m (coding).

Nhm xem xt li (review) cc c t chng trnh
(program specs) nhng trng hp s dng (use
cases) u tin v c lgic phc tp.
Nhm xt li cc ti liu thit k (design docs) v nhng
m (code) u tin c to ra.
Ci thin cht lng v nng cao hiu
qu loi b li tng th; mt s li ch
v nng sut bi v cc li s c
pht hin sm.

Gii thiu phng php RUP v thc hin d n trong Gim khong 5% t l tim li v tng
cc vng lp (iterations). Tin hnh phn tch ti cc ct 1% nng sut tng th.
mc (milestone analysis) and v phn tch cc thc hnh
phng nga li sau mi vng lp.

Tc l, khi c so vi quy trnh c s dng trong Synergy, quy trnh ca ACIC

c thay i t c cc mc tiu cao hn.

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Da trn d liu t cc d n khc, ngi qun l d n d kin thc hin ngn chn
li gim t 10% n 20% li. iu ny s gip lm gim n lc lm li cng vic
(rework) sau khi kim th nghim v xem xt li, to ra mt ci tin xp x 2% ca nng
sut (da trn t l phn trm n lc lm li (rework) ca Synergy). ng mong rng vic
nhm xem xt li cc c t chng trnh (program specifications) v m-un u tin
c ci t m bi cc lp trnh vin s nng cao hiu qu loi b li tng th v cng
cung cp mt s li ch v nng sut trc mt. Da trn cc ti liu (literature) v cc
giai thoi, ng mong i rng s dng RUP em li li tch v cht lng v nng sut.
Bng 5.3 cho thy chin lc v cc li ch d kin. Lu rng mc d li ch c k
vng ca chin lc c cp n mt cch ring bit, rt kh theo di cc tc
dng ring l nh vy.

Bng 5.4. Cc xem xt li (reviews) trong d n ACIC

Cc sn phm cng vic (work

Thi im xem xt li Kiu xem xt li
products) c xem xt li
(Review Point) (Type of Review)
(Review Item)
Kt thc giai on lp k hoch cho K hoch d n (Project plan) Xem xt li bi nhm
d n (Group review)

(End of project planning) Thit lp h thng kim sot li Xem xt li bi c vn

(Defect control system set up) cht lng (Software
quality adviser review)

Thi gian biu ca d n Xem xt li bi c vn

(Project schedule) cht lng (Software
quality adviser review)
Kt thc giai on lp k hoch cho K hoch qun l cu hnh Xem xt li bi nhm
d n (CM plan) (Group review)
Hon thnh 90% yu cu (tc l Ti liu c t yu cu v phn Xem xt li bi nhm
nn cui vng lp th 1 ca giai tch nghip v (Business
on Son tho chi tit - analysis and requirements
Elaboration) specification document)
Danh sch cc trng hp s
(End of 90% of requirements (this dng (Use case catalog)
should be at the end of the first
elaboration iteration))
Hon thnh 90% thit k (tc l nn Ti liu thit k (Design Xem xt li bi nhm
cui vng lp th 2 ca giai on document)
Son tho chi tit - Elaboration) M hnh i tng (Object
model)
(End of 90% design (this should be
at the end of the second elaboration
iteration))
Bt u mi vng lp Cc k hoch ca vng lp Xem xt li bi 1 ngi

115
(Beginning of each iteration)
Kt thc giai on thit k chi tit
(End of detailed design)
Sau khi ci t m cho vi chng
trnh u tin
(After coding of first few programs)
After self-testing of a process
Kt thc giai on lp k hoch
kim th n v (End of unit test
plan)
Bt u kim th tch hp
(Beginning of integration test)
(Iteration plans) (One-person review)
Cc c t ca chng trnh phc Xem xt li bi nhm
tp v cc chng trnh u tin
c to ra bao gm cc ca kim
th, cc biu tng tc
(Complex and first-time-generated
program specs including test
cases, interaction diagrams)
M (Code) Xem xt li bi nhm
M (Code) Xem xt li bi 1 ngi
K hoch kim th n v (Unit Xem xt li bi 1 ngi
test plan)
K hoch kim th tch hp Xem xt li bi 1 ngi
(Integration test plan)

Bi v xem xt li (reviews) c vi tr then cht ca quy trnh cht lng, chng c

cp mt cch ring bit trong k hoch cht lng. K hoch ny xc nh cc thi im
trong vng i pht trin (development life cycle) thc hin xem xt li, sn phm cng
vic (work product) no cn c xem xt li, v bn cht ca vic xem xt li. Bng 5.4
cho thy nhng xem xt li ny trong d n ACIC.

5.5 TM TT

Vic m bo phn mm cui cng c t li l mt trong nhng mi quan tm chnh ca

ngi qun l d n. Trong cch tip cn theo th tc qun l cht lng, cc th tc
kim sot cht lng c lp k hoch v sau thc hin theo. Trong cch tip cn
qun l cht lng theo nh lng, mc tiu cht lng theo nh lng c thit lp
cho d n; t c mc tiu ny, qu trnh thc hin quy trnh c gim st da
vo nh lng.

Sau y l nhng bi hc quan trng t cch tip cn ca Infosys qun l cht lng
theo nh lng thng qua d on li:

- Nh i vi qun l n lc v thi gian biu, bn c th qun l cht lng bng

cch s dng s li lm thc o cht lng.

116
 - Thit lp cc mc tiu cht lng cho mt d n bng cch dng s lng li
trong sut qu trnh kim th chp nhn. S dng d liu qu kh v kh nng
ca quy trnh thit lp mc tiu ny.

- S dng d liu qu kh, c lng cc mc li cho giai on pht hin li khc

nhau trong quy trnh ny. So snh nhng c lng ny vi s li thc t c
tm thy trong qu trnh thc hin d n xem d n c ang tin trin ng nh
mong i hoc nhng iu chnh no nn c thc hin thm.

- Ngoi kim th, lp k hoch xem xt li (reviews), xc nh r cc thi im xem

xt li, cc sn phm cng vic (work products) cn c xem xt li, v cc kiu
xem xt li.

- Nu mc tiu cht lng ca d n l cao hn so vi nng lc trong qu kh, n

khng th c t c bng cch s dng quy trnh tng t nh quy trnh ca
cc d n trc . t c cc mc tiu cao hn, bn phi ci tin quy trnh.

- S dng vic phng nga li nh mt chin lc t c cc mc tiu cht

lng v nng sut cao hn. phng nga li, xc nh nhm (team) phng
nga li, nhng thi im m ti vic phn tch li s c thc hin, v nhng
li ch mong i.

Cc phng php c m t trong chng ny tha mn cc yu cu hoch nh cht

lng ca KPA Cng Ngh Sn Xut Phn Mm (Software Product Engineering KPA) v
cc yu cu lp k hoch ca KPA Xem Xt Li (Peer Review KPA) ca CMM mc 3.
Chng cng tha mn yu cu lp k hoch cht lng theo nh lng ca KPA Qun
L Cht Lng Phn Mm (Software Quality Management KPA) ca CMM mc 4. Vic
lp k hoch phng nga li tha mn mt s yu cu ca KPA Phng Nga Li (Defect
Prevention KPA) ca CMM mc 5.

5.6 CC THAM KHO

1. International Standards Organization. Information TechnologySoftware Product

EvaluationQuality Characteristics and Guidelines for Their Use. ISO/IEC IS 9126,
Geneva, 1991.

117
2. N.E. Fenton and S.L. Pfleeger. Software Metrics: A Rigorous and Practical Approach,
second edition. International Thomson Computer Press, 1996.

3. B. Boehm. Software Engineering Economics. Prentice Hall, 1981.

4. A.L. Goel. Software reliability models: Assumptions, limitations and applicability. IEEE
Transactions on Software Engineering, 11, 1985.

5. S.H. Kan. Metrics and Models in Software Quality Engineering. Addison-Wesley, 1995.

6. J.D. Musa, A. Iannino, and K. Okumoto. Software Reliability: Measurement, Prediction,

Application. McGraw Hill, 1987.

7. L.H. Putnam and W. Myers. Measures for Excellence: Reliable Software on Time, within
Budget. Yourdon Press, 1992.

8. L.H. Putnam and W. Myers. Industrial Strength Software: Effective Management Using
Measurement. IEEE Computer Society Press, 1997.

9. P. Jalote. CMM in Practice: Processes for Executing Software Projects at Infosys.

Addison-Wesley, 2000.

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 Chng 6. Qun l ri ro

D n phn mm l mt cng vic phc tp. Cc s kin bt ng c th c tc ng xu

n chi ph ca d n, tin (thi gian biu), hoc cht lng. Qun l ri ro (Risk
management) l mt n lc gim thiu nguy c tht bi do cc s kin bt ng. Mc
ch ca qun l ri ro khng phi l trnh i vo cc d n c ri ro m l gim
thiu tc ng ca ri ro (impact of risks) trong cc d n c thc hin. N.R. Narayana
Murthy, CEO ca Infosys, ni: "Bt c iu g c gi tr ng lm iu c ri ro,
thch thc i vi mt ngi lnh o khng phi l trnh chng m l qun l chng mt
cch hiu qu thng qua chin lc gim thiu ri ro". Qun l ri ro khng ng cch -
kt qu ch yu ca cn bnh lc quan ph bin - l nguyn nhn ca nhiu d n tht
bi.

Vasu c phn cng lm ngi qun l d n cho mt d n ln c thc hin bi

mt cng ty a quc gia c uy tn. D n ny xy dng cc b phn ca mt h thng tch
hp qun l ngun nhn lc trn ton th gii. i vi h thng cui cng, phn mm ca
nhm Vasu pht trin phi c tch hp vo mt h thng c pht trin bi nh cung
cp khc (another vendor). s dng cho d n, khch hng cung cp cc cng c
(tools) c quyn m phin bn mi ca chng c pht hnh trong khong thi gian
ngn. Nhm 35 ngi ca Vasu c hn mt nm giao phn mm. Mc d d n s
dng mt nhm gii v ngi qun l d n thc hin cc c lng mt cch hp l,
nhng h thng vn b giao mun n su thng, v Infosys phi tiu tn mt lng n
lc (effort) tng 50% so vi c lng ban u.

Ti sao d n tht bi? C hai l do r rng. Trc tin, cc phn mm c pht trin
bi cc nh cung cp khc khng c giao ng hn, v cc giao din (interfaces)
c cung bi nhm ca Vasu lin tc thay i. Th hai, mt phin bn mi ca cc cng
c ca khch hng c pht hnh trong sut qu trnh pht trin, i hi phn mm
phi c chuyn n cc phin bn mi ny.

C hai s kin ny l nhng v d r rng v cc ri ro khng c qun l ng cch.

Nhng ri ro ny c thy r t lc bt u, mc d - ging nh bt k ri ro no khc -
chng khng chc chn s xy ra. Khi d n bt u, ngi qun l d n, qun l kinh

119
doanh, v khch hng hy vng rng cc nh cung cp khc s cung cp phn mm ng
hn v rng phin bn mi ca cng c ny s khng nh hng n d n.

Sau ny, sau khi khi ri ro tht s xy ra, Vasu ngh rng nu nhm ch o - bao
gm nhng ngi qun l d n ca hai d n v i din mt khch hng - c
thit lp m bo phi hp tt gia hai d n v cc giao hng ca h, s chm tr c
th c gim thiu. i vi ri ro th hai, ng ngh rng phn mm nn c pht
trin trc tin dng phin bn trc ca cc cng c. Sau , n nn c di
chuyn n cc phin bn mi hn sau thng qua mt d n ring. Gii php ny
trc nht c u im l s cn n lc ti thiu, v c cc tc ng nh n chi ph. Th
hai l n c tc ng r rng n chi ph cho khch hng. C l trnh pht lng khch
hng, ri ro ny khng c nh du v vic lm gim thiu tc ng ca n
khng c ln k hoch.

Chng ny tho lun cc khi nim chung v ri ro v qun l ri ro trc khi chuyn
sang phng php ca Infosys nh gi v kim sot ri ro - hai bc chnh trong
qun l ri ro.

6.1 KHI NIM RI RO V QUN L RI RO

Cc ri ro l nhng s kin hoc iu kin c th xy ra, v s xy ra ca n gy thit hi

hoc c tc dng tiu cc ln d n. Cc ri ro khng nn b nhm ln vi cc s kin v
cc iu kin cn c can thip qun l hoc hnh ng. Mt ngi qun l d n phi
tnh n (deal) v lp k hoch cho nhng tnh hung c kh nng xy ra nhng tnh cht
chnh xc th khng c bit trc; tuy nhin, nhng tnh hung nh vy khng phi l
nhng ri ro. V d, gn nh chc chn rng cc li s c tm thy trong qu trnh kim
th phn mm, do , mt d n hp l phi c k hoch sa cha li ny khi chng
c tm thy. Tng t nh vy, gn nh chc chn rng mt s yu cu s b thay i,
do , qun l d n phi c chun b cho nhng thay i v lp k hoch ph hp
x l cc s kin thng thng nh vy.

Ngc li, mt li l mt s kin xc sut (probabilistic event) n c th hoc khng th

xy ra. V l do ny m chng ti thng xuyn c khuynh hng lc quan, khng nhn
thy c cc ri ro hoc mong mun rng chng s khng xy ra. Cc yu t x hi v
t chc cng c th gp phn lm tng ri ro v ngn cn xc nh r chng [1]. Loi
nguyn nhn ny lm cho d n gp rc ri nu cc s kin ri ro xy ra thc s, nht l

120
trong nhng d n ln. Do , khng c g ng ngc nhin, khi qun l ri ro c xem
l thc hnh u tin trong s nhng thc hnh tt nht qun l cc phn mm ln [2].

Qun l ri ro nhm mc ch xc nh cc ri ro (identify the risks) v sau c cc

hnh ng (actions) gim thiu tc ng ca chng n d n. Qun l ri ro l mt
lnh vc tng i mi trong qun l phn mm. N ln u tin c cp n bi
Boehm thng qua mt hng dn qun l ri ro [3]. K t , nhiu sch xem qun l
ri ro l mc tiu ca phn mm [4][5].

Trc khi tho lun v cc ri ro trong bi cnh phn mm, chng ta hy xem xt nhiu
hn v khi nim ny thng qua mt v d. Hy xem xt mt chng trnh my tnh m
mc tiu quan trng ca n l cung cp cc dch v my tnh khng b gin on. i vi
mc tiu ny, mt trong nhng ri ro r rng l hng hc ngun in. Ngun in c th
hoc khng th hng. Nu hng, thm ch ch trong mt giy, cc dch v my tnh s b
nh hng ng k (cc my s phi khi ng li, d liu s b mt, v.v.). Nu trng
hp ny l khng th chp nhn c (c ngha l, nu chi ph ca hng hc cao), mt
ngun cung cp nng lng ph (UPS) c th c trin khai gim thiu hu qu ca
n. Nu c nghi ng rng ngun in c th b mt mt khong thi gian di, mt my
pht in d phng c th c thit lp gim thiu cc vn . Vi h thng qun l
ri ro ny, nu in b mt, ngay c trong mt thi gian di, mc tiu lin quan s khng b
tn hi.

Vn u tin cn lu t v d ny l qun l ri ro i hi chi ph b sung (additional

cost). y, chi ph cho UPS v my pht in c thm vo bi v cc thnh phn ny
l khng cn thit nu nguy c mt in khng tn ti (v d, nu cng ty cung cp in
m bo rng ngun in lun lin tc). V th, qun l ri ro (risk management) c th
c coi l hiu qu v chi ph (cost-effective) ch nu chi ph qun l ri ro t hn ng k
hn so vi cc tn tht khi ri ro xy ra thc s [5]. (Thc t, ni mt cch ngn gn l chi
ph qun l ri ro nn t hn so vi gi tr c lng (expected value) ca s mt mt)) V
d, nu cc tn tht do mt in l thp, chi ph u t mua mt UPS l khng cn
thit.

Th hai, khng phi d o lng gi tr ca qun l ri ro, c bit khi nhn thc mun
v n. Nu ngun in b mt trong mt gi ri, gi tr c cung cp bi UPS v my
pht in c th c tnh nh tin "tit kim" (savings) t c bng cch c cc my
tnh chy trong mt in. Tuy nhin, gi s rng ngun cung cp nng lng khng b mt

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thm ch ch mt giy v do UPS v my pht in khng c s dng. iu ny c
ngha l chi ph cho cc thnh phn ny l mt s lng ph? Khng, bi v ngun in c
th mt. Nu ri ro khng xy ra thc s, gi tr ca vic s dng qun l ri ro khng th
c o trc tip bng gi tr hoc kt qu c to ra. Bi v cc s kin ri ro hu nh
khng xy ra thng xuyn, nhiu kh nng l h thng qun l ri ro s khng c s
dng trong qu trnh thc hin d n. y l bn cht xc sut ca cc ri ro v khng th
lun lun nhn ra gi tr trc tip ca n lc lm gim thiu tc ng ca ri ro gy kh
khn cho vic qun l ri ro.

T v d ny, r rng l bc u tin trong qun l ri ro l i xc nh cc ri ro c th

xy ra (mt in trong v d ny) v nh gi cc hu qu (mt uy tn hoc khch hng).
Mt khi bn thc hin nh gi ri ro (risk assessment), bn c th pht trin mt k
hoch qun l ri ro (v d, cn c mt UPS). Nh vy, nhn chung, qun l ri ro c hai
thnh phn chnh: nh gi ri ro (risk assessment) v kim sot ri ro (risk control). Mi
thnh phn lin quan n cc nhim v khc nhau, nh c trnh by trong Hnh 6.1 [3].

Hnh 6.1. Cc hot ng qun l ri ro

Mc ch ca nhim v nh gi ri ro (risk assessment) l xc nh (identify) cc ri ro,

phn tch chng (analyze), v sau xp u tin chng (prioritize). Trong vic xp
u tin cc ri ro, bn xc nh nhng ri ro cn c qun l. Ni cch khc, u tin
xc nh n lc (chi ph) ca vic qun l ri ro nn c dnh cho ch no mang li
li ch nhiu nht. i vi n lc (chi ph) ny, c hai yu t quan trng. u tin l kh
nng mt ri ro xy ra; ri ro no c nhiu kh nng xy ra s l mt ng c vin i
qun l n. Th hai l tc ng ca ri ro, ri ro no c tc ng rt mnh cng l mt
ng vin nng k.

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Do , mt cch xp u tin cho cc ri ro l i c tnh xc sut xy ra
(probability) v cc hu qu (consequences) ca n khi n xy ra. Tch ca hai gi tr ny,
l gi tr c lng (d kin) (expected value) ca s mt mt do ri ro (loss), c th
c s dng cho vic xp u tin. Gi tr ny s c gi l nguy c ri ro (risk
exposure). Nu Prob (R) l xc sut xy ra ca ri ro R v Loss(R) l tng mt mt nu ri
ro R xy ra, khi nguy c ri ro, RE(R) c tnh bi phng trnh sau:

RE (R) = Prob (R) x Loss (R)

Sau khi nhng ri ro c xp u tin, bn phi quyt nh xem lm g i vi

chng v nhng ri ro no cn c qun l bi mt quyt nh qun l. C l ch c vi
ri ro (nm nhng dng u) l cn c x l trong mt d n.

Mt phng php phng nga hoc trnh cc ri ro khng cn l mt nguy c. V

d, nu phn cng mi l mt ri ro (nguy c), n c th trnh c bng cch thc hin
d n bng phn cng c chng minh. Tuy nhin, hnh ng nh vy khng phi
lc no cng kh thi, v d, b bt buc phi lm vic vi phn cng mi l mt yu cu t
khch hng. Trong nhng tnh hung nh vy, nhng ri ro ca d n phi c x l
ng cch.

i vi mi cc ri ro c chn qun l, bn phi xy dng v sau thc hin mt

k hoch qun l ri ro (risk management plan). Bi v nhn thc (perception) v ri ro
thay i theo thi gian, bn cng phi gim st (monitor) c hai th: (1) ri ro v (2) thc
hin (execution) cc k hoch gim thiu hu qu ca n. Trong d n, nhn thc v
ri ro c th pht trin mt cch t nhin, hoc k hoch qun l ri ro ghi nhn cc hnh
ng c th lm gim tc ng ca ri ro. Trong c hai trng hp, iu quan trng l
phi lin tc nh gi tnh trng (status) ca cc ri ro v k hoch qun l chng.

Qun l ri ro c th c tch hp vo quy trnh pht trin, nh c thc hin trong

pht trin phn mm theo m hnh xon c (spiral model) [6]. Nu bn xem qun l ri ro
nh l mt quy trnh ring bit, bn phi hiu mi quan h ca n vi qu trnh thc hin
d n (projects process), c miu t trong Hnh 6.2. Nh th hin trong hnh, nh gi
ri ro v gim st thng tin t qu trnh thc hin d n, cng vi cc yu t khc, xc
nh cc ri ro cn c qun l. Mc khc, cc hot ng qun l ri ro s nh hng
n qu trnh gim thiu hu qu ca ri ro.

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 Hnh 6.2. Qun l ri ro v thc hin d n

Phn cn li ca chng ny m t lm th no nhng ngi qun l d n ti Infosys

qun l ri ro bng cch s dng cc k thut n gin, hiu qu. Cc hot ng qun l
ri ro c kt hp li thnh hai nhim v: nh gi ri ro (risk assessment) v kim sot
ri ro (risk control). Chng ti s tho lun chng mt cch ring r.

6.2 NH GI RI RO (RISK ASSESSMENT)

Trong mt d n ti Infosys, nh gi ri ro bao gm hai thnh phn truyn thng: xc

nh (risk identification) v xp u tin ri ro (risk prioritization). Cc hot ng xc nh
ri ro tp trung vo lit k cc ri ro c th xy ra cho d n. Cc hot ng c bn l
c gng hnh dung ra tt c cc tnh hung c th lm cho d n gp rc ri. Cc hot
ng xp u tin ri ro xem xt tt c cc kha cnh ca tt c cc ri ro v sau xp
u tin (cho cc mc ch ca qun l ri ro). Mc d l hai hot ng ring bit,
nhng chng thng c thc hin cng mt lc. Tc l, nh ngi qun l d n c
th xc nh v phn tch ri ro chung vi nhau.

6.2.1 Xc nh ri ro (Risk Identification)

i vi mt d n, bt k iu kin (condition), tnh hnh (situation), hoc s kin (event)

c th xy ra v s gy nguy him cho s thnh cng ca d n to nn ri ro. Do , xc
nh ri ro l mt cng vic hnh dung nhng g c th lm cho d n gp rc ri. Phng
php gip xc nh ri ro bao gm cc danh sch kim tra (checklists) ca cc ri ro c
th xy ra, cc cuc kho st (surveys), cc cuc hp (meetings), v xem xt li (reviews)
cc k hoch, quy trnh (process), v cc sn phm cng vic (work products) [5]. Danh

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sch kim tra v cc ri ro thng xuyn xy ra c l l cng c ph bin nht xc nh
ri ro. SEI cng cung cp mt phn loi ri ro h tr vic xc nh ri ro ny[7].

Infosys, nhng ri ro thng gp i vi cc d n c bin son ra t mt cuc

kho st cc d n trc . Danh sch ny s l im khi u xc nh cc ri ro
cho d n hin ti. Thng thng th cc ri ro trong d n hin ti s xut hin trong
danh sch.

Mt ngi qun l d n cng c th s dng c s d liu quy trnh (process database)

c c thng tin v ri ro v qun l ri ro t cc d n tng t. nh gi v ngh v
ri ro gp phi trc y cng gip xc nh cc ri ro khc c th thch hp cho d n
ny, nhng khng xut hin trn danh sch.

Nhng ngi qun l d n cng c th s dng phn xt (judgment) v kinh nghim ca

h nh gi tnh hnh xc nh cc ri ro tim nng. Mt la chn khc l s dng
vic xem xt li k hoch qun l d n v cc cuc hp tho lun gi ra nhng quan
im v ri ro t nhng ngi khc.

6.2.2 Xp u tin ri ro (Risk Prioritization)

Nhng ri ro c xc nh cho mt d n ch ra cc s kin c th cn tr vic t

c cc mc tiu ca d n. Tuy nhin, cc hu qu ca cc ri ro khc nhau c th
khc nhau. Trc khi bn tin hnh qun l ri ro, bn phi xp u tin cho chng
qun l sc lc c th c tp trung vo nhng ri ro cao nht.

Bng 6.1. Phn loi ri ro

Xc sut (Probability) Phm vi (Range)

Thp (Low) 0.00.3

Trung bnh (Medium) 0.30.7

Cao (High) 0.71.0

Vic xp u tin i hi phi phn tch nhng tc ng c th c ca tng s kin ri

ro trong trng hp n thc s xy ra. Tc l, nu ri ro xy ra, d n s b mt mt
nhng g? S mt mt c th bao gm mt tn tht trc tip, mt do mt c hi kinh
doanh, hoc kinh doanh trong tng lai, mt mt do tinh thn nhn vin gim st, v.v.

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Da trn nhng hu qu c th xy ra v xc sut s kin ri ro xy ra, bn c th tnh
ton nguy c ri ro (risk exposure), m sau bn c th s dng xp u tin ri ro.

Cch tip cn ny i hi phi c mt nh gi nh lng (quantitative assessment) xc

sut v hu qu ri ro. Thng thng, t d liu lch s c sn gip bn thc hin mt
c tnh nh lng ca cc tham s. Bi v ri ro l nhng s kin xc sut, chng xy
ra khng thng xuyn, v lm cho ta kh khn thu thp d liu v chng. Hn na,
bt k d liu no nh vy phi c hiu ng bi v cc hot ng qun l ri ro nh
hng n chng. Thc t ny ng rng vic xp u tin ri ro s c lm da trn
kinh nghim hn l da trn d liu cng nhc t qu kh. Trong tnh hung ny, phn
loi c hai xc sut v nhng hu qu gip ta tch ra cc mc ri ro c u tin cao ra
khi cc mc ri ro c u tin thp hn [5]. Ti Infosys, xc sut mt ri ro xy ra
c phn loi l thp, trung bnh, hoc cao. Bng 6.1 cung cp cho phm vi xc sut cho
mi loi.

xp hng cc tc ng ca mt ri ro trong mt d n, bn phi chn mt n v tc

ng (unit of impact). n gin ha vic qun l ri ro, nhng ngi qun l d n ti
Infosys xp hng tc ng ca ri ro bng cch dng mt thang im t 0 n 10. Trong
phm vi thang im ny, tc ng ri ro c th c xp hng l thp, trung bnh, cao,
hoc rt cao. Bng 6.2 trnh by phm vi im ca mi xp hng.

Bng 6.2. Phn loi tc ng

Mc hu qu (Level of Consequences) Phm vi (Range)

Thp (Low) 0.03.0

Trung bnh (Medium) 3.07.0

Cao (High) 7.09.0

Rt cao (Very high) 9.010.0

Vi nhng xp hng v phm vi im ca chng, phng php n gin sau y s c

dng xp u tin ri ro:

1. i vi mi ri ro, xp hng xc sut xy ra ca n l thp, trung bnh, hoc cao.

Nu cn thit, gn phm vi gi tr xc sut cho mi xp hng.

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 2. i vi mi ri ro, nh gi tc ng ca n ln d n l thp, trung bnh, cao,
hoc rt cao. Nu cn thit, gn mt trng lng trn thang im t 0 n 10.

3. Xp hng cc ri ro da trn xc sut v nh hng ca chng ln d n; v d,

mt ri ro c xc sut cao, tc ng cao s c th hng cao hn so vi mt mc
ri ro c xc sut trung bnh v tc ng cao. Trong trng hp xung t, s dng
phn xt ca bn (hoc gn nhng con s tnh ton mt gi tr s ca nguy c
ri ro (risk exposure)).

4. Chn cc mc ri ro hng u (top few risk items) gim thiu v theo di

(mitigation and tracking).

Mc tiu chnh ca qun l ri ro l xc nh cc mc ri ro hang u v sau tp trung

vo chng. Vi mc tiu ny, cn phi thc hin tt vic phn loi. R rng, mt ri ro c
xc sut xy ra cao v c nhng hu qu cao s c xp u tin cao cho vic qun
l ri ro.

Khi bn lm vic vi phn loi, mt vn c th pht sinh l tn ti ng thi hai ri ro

c xc sut xy ra v nh hng ln lt l (cao, trung bnh) hoc (trung bnh, cao).
Trong trng hp ny, ta khng bit phi xp ri ro no c u tin cao hn. Mt tip
cn d dng x l tnh trng ny l i gim thiu c hai ri ro ny. Nu cn thit, bn c
th phn bit gia cc loi ri ro bng cch s dng cc con s c th.

Tip cn xp u tin cho nhng ri gip bn ch tp trung vo ri ro cao, nhng n

khng gip bn trong vic a ra mt phn tch v hiu qu chi ph (cost-benefit analysis)
chn la cc ty chn gim thiu ri ro (risk mitigation options). Tc l, n nu r hu
qu ca ri ro bng cch dng t l kch thc (scale) ch khng bng gi tr tin,
phng php ny khng cho php bn tnh ton tn tht d kin v ti chnh. Do ,
bn khng th phn tch xem mt chin lc gim thiu ri ro c th, s tiu tn mt chi
ph l bao nhiu tin, c ng trin khai n khng. Tuy nhin, mt phn tch nh th ni
chung l khng cn thit bi v trng tm ca qun l ri ro thng l v qun l ri ro vi
chi ph thp nht, ch khng phi i xem xt bn thn vic qun l ri ro c mang li li
ch hay khng. Ngc li, nu bn phi a ra quyt nh v vic liu mt ri ro c cn
c qun l hoc khng cn phi qun l th s tit kim ti chnh hn, bn cn phi bit
tc ng ln ti chnh ca ri ro.

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6.3 KIM SOT RI RO (RISK CONTROL)

Mt khi ngi qun l d n xc nh v xp u tin cho ri ro, cu hi t ra by

gi l s lm g vi chng. Bit c nhng ri ro ch c gi tr khi bn c th chun b
mt k hoch m hu qu ca chng c gim thiu y chnh l mc tiu c bn
ca qun l ri ro. Bn gim thiu cc tc ng ca ri ro bc th hai ca qun l ri
ro: kim sot ri ro. V c bn, bc ny lin quan n vic lp k hoch gim thiu ri ro,
sau l thc hin theo k hoch ny v gim st cc ri ro.

6.3.1 Lp k hoch qun l ri ro

Mt khi ri ro c xc nh v xp u tin, ngi qun l d n bit r rng nhng

ri ro no cn phi x l. qun l nhng ri ro ny, lp k hoch thch hp l cn thit.
Cng vic chnh l xc nh cc hnh ng cn thit gim thiu nhng hu qu ri
ro, thng c gi l bc gim thiu ri ro (risk mitigation steps). Nh i vi hot
ng xc nh ri ro, bn tham kho mt danh sch cc bc gim thiu ri ro thng
c s dng ri la chn ra mt bc gim thiu ri ro (risk mitigation step) ph hp.
Danh sch c s dng ti Infosys c trnh by trong Bng 6.3. Bng ny l mt im
khi u khng ch xc nh ri ro xc nh m cn la chn cc bc gim thiu
ri ro sau khi ri ro c xp u tin. Nh i vi xc nh ri ro, bn s khng b
gii hn l ch s dng cc bc c cp trong Bng 6.3. Bn cng c th s dng
c s d liu quy trnh xc nh cc ri ro v cc bc gim thiu ri ro.

Hu ht cc ri ro v cc bc gim thiu trong Bng 6.3 th c th hiu c (khng cn

gii thch) (self-explanatory). Nh bn c th thy, nhng ri ro hng u c lin quan n
nhn lc v cc yu cu. Nhiu mc ri ro y cng tng t nh nhng mc ri ro
hng u c a ra bi Boehm [3] v Hall [5]. Chn mt bc gim thiu ri ro khng
ch l mt cng vic tr c. Bc gim thiu ri ro phi c thc hin (v c theo di).
m bo rng cc hnh ng cn thit c thc hin ng, bn phi kt hp chng
vo k hoch ca d n. Ni cch khc, bn phi cp nht thi gian biu ca d n
(project schedule) lit k cc hot ng khc nhau v xc nh khi no chng xy ra -
bao gm cc hnh ng lin quan n cc bc gim thiu ri ro c chn.

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6.3.2 Gim st v theo di ri ro (Risk Monitoring and Tracking)

Xp u tin ri ro v lp k hoch kt qu c da trn nhn thc (perception) v ri

ro ti thi im phn tch ri ro c thc hin. Phn tch ri ro u tin din ra trong qu
trnh lp k hoch d n, v k hoch qun l ri ro ban u phn nh quan im ca tnh
hnh ti thi im . Bi v ri ro l nhng s kin xc sut, thng xuyn ph thuc vo
cc yu t bn ngoi, mi e da do cc ri ro c th thay i theo thi gian l mt yu t
thay i. R rng, khi , nhn thc v ri ro cng c th thay i theo thi gian. Hn na,
cc bc gim thiu ri ro c thc hin c th nh hng n nhn thc v ri ro.

Tnh ng ny (dynamism) cho thy rng ri ro trong mt d n khng nn c cha tr

mt cch tnh v phi c nh gi li theo nh k. Do , ngoi vic theo di tin
ca cc bc gim thiu ri ro c hoch nh, bn phi nh k xem xt li nhn
thc v ri ro cho ton b d n. Kt qu ca xem xt li c bo co trong mi bo co
phn tch ti cc ct mc (milestone) (xem Chng 11), bn bo co tnh trng ca cc
bc gim thiu ri ro cng vi nhn thc v ri ro v chin lc hin ti. chun b
bo co ny, bn thc hin mt phn tch ri ro mi xc nh xem cc u tin c cn
c thay i khng.

Bng 6.3. Tp 10 ri ro v cc bc gim thiu ri ro ca chng

Loi ri ro (Risk
STT Category) Cc bc gim thiu ri ro (Risk Mitigation Steps)

1 Thiu nhn lc c Lm cc c lng v chi ph dng hc tp lc bt u

hun luyn v k (Make estimates with a little allowance for initial learning time).
thut
dnh b m cho nhn s b sung (Maintain buffers of
(Shortage of extra resources).
technically trained
manpower) Xc nh mt chng trnh o to cho d n (Define a
project-specific training program).

Tin hnh cc bui o to cho (Conduct cross-training

sessions).

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2 Yu cu thay i qu C c ch k ca khch hng cho cc c t yu cu ban
nhiu u (Obtain sign-off for the initial requirements specification
from the client).
(Too many
requirement changes) Thuyt phc khch hng rng nhng thay i trong cc yu
cu s nh hng n tin (Convince the client that
changes in requirements will affect the schedule).

Xc nh mt th tc x l cc thay i yu cu (Define a
procedure to handle requirement changes).

m phn c thanh ton theo n lc (chi ph) thc t

(Negotiate payment on actual effort).

3 Yu cu khng r S dng kinh nghim v lgic lm mt s gi nh v lin

rng tc thng bo cho khch hng bit; c c ch k ca
khch hng (Use experience and logic to make some
(Unclear
assumptions and keep the client informed; obtain sign-off).
requirements)
Pht trin mt bn (mu) th nghim (prototype) v khch
hng thc hin xem xt li yu cu (Develop a prototype and
have the requirements reviewed by the client).

4 Mt nhn s (nhn m bo rng cc nhn s c phn cng vo cc lnh vc

vin c th ri cng chnh ca d n (Ensure that multiple resources are assigned
ty) on key project areas).

(Manpower attrition) C bui hp xy dng i nhm (Have team-building

sessions).

Xoay cng vic gia cc thnh vin trong nhm (Rotate jobs
among team members).

dnh nhn s b sung cho d n lm d phng (Keep

130
 extra resources in the project as backup).

Lu gi cc ti liu ng n v cng vic ca mi c nhn

(Maintain proper documentation of each individual's work).

Thc hin quy trnh qun l cu hnh v cc hng dn mt

cch nghim ngt (Follow the configuration management
process and guidelines strictly).

5 Nhiu quyt nh t Lit k nhng bt li c km theo cc s kin v d liu v

bn ngoi gy p sau m phn vi nhn vin chu trch nhim v cc quyt
buc ln d n nh p buc (Outline disadvantages with supporting facts and
data and negotiate with the personnel responsible for forcing
(Externally driven
the decisions).
decisions forced on
the project) Nu khng th trnh khi, xc nh cc ri ro thc t v thc
hin theo k hoch gim thiu n (If inevitable, identify the
actual risk and follow its mitigation plan).

6 Khng p ng c Xc nh cc tiu chun v hiu sut mt cch r rng v a

yu cu v hiu sut cho khch hn xem xt li chng (Define the performance
criteria clearly and have them reviewed by the client).
(Not meeting
performance Xc nh cc tiu chun c thc hin theo p ng
requirements) cc tiu chun v hiu sut (Define standards to be followed
to meet the performance criteria).

Chun b mt thit k p ng cc tiu chun v hiu sut

v xem xt li n (Prepare the design to meet performance
criteria and review it).

M phng hiu sut mu cho cc giao dch quan trng

(Simulate or prototype performance of critical transactions).

Kim th vi d liu mu nu c th (Test with a

representative volume of data where possible).

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 Thc hin cc kim th v cng thng nu c th (Conduct
stress tests where possible).

7 Thi gian biu c m phn c c mt thi gian biu tt hn (Negotiate

xp khng ng vi for a better schedule).
thc t
Xc nh cc cng vic song song (Identify parallel tasks).
(Unrealistic
schedules) C ngun nhn s sn sng sm (Have resources ready
early).

Xc nh cc khu vc c th c t ng ha (Identify areas

that can be automated).

Nu ng ti hn khng nm trong phm vi thi gian biu,

hy m phn vi khch hang (If the critical path is not within
the schedule, negotiate with the client).

m phn c thanh ton theo n lc (chi ph) thc t

(Negotiate payment on actual effort).

8 Lm vic vi k thut Hy dng cch giao sn phm (phn mm) theo tng giai
mi (phn cng v on (Consider a phased delivery).
phn mm)
Bt u giao cc m-un quan trng (Begin with the delivery
(Working on new of critical modules).
technology :
hardware and a thi gian vo trong thi hn hon thnh xy dng

software) ng cong c hc (Include time in the schedule for a

learning curve).

Cung cp kha o to v cng ngh mi (Provide training in

the new technology).

Pht trin mt ng dng chng minh cho nim (Develop

a proof-of-concept application).

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 9 Thiu kin thc trong Tng cng tng tc vi khch hng v m bo chuyn
lnh vc ng dng giao kin thc y (Increase interaction with the client and
ensure adequate knowledge transfer).
(Insufficient business
knowledge) T chc tp hun kin thc chuyn mn trong lnh vc ng
dng (Organize domain knowledge training).

M phng hoc to bn mu (prototype) cho cc giao dch

kinh doanh cho khch hng v t c ph duyt ca khch
hng (Simulate or prototype the business transaction for the
client and get it approved).

10 Li lin kt hoc hiu Thit lp cc k vng hp l vi khch hng (Set proper

sut chm expectations with the client).

(Link failure or slow Lp k hoch trc np lin kt (Plan ahead for the link
performance) load).

K hoch s dng lin kt mt cch ti u (Plan for optimal

link usage).

6.4 CC V D

Phn ny bao gm hai k hoch qun l ri ro: mt cho d n ACIC v mt t mt d n

khc ( y gi l XYZ). Nh bn s thy, cc k hoch qun l ri ro c xu hng nh -
thng l mt bng t va vo mt trang. Cc hot ng c cp trong k hoch
gim thiu tr thnh mt phn ca cc hot ng ca d n v thm ch c th c xp
lch r rng.

6.4.1 D n ACIC

Ngi qun l d n ACIC chn lm vic thng qua nhng con s cho vic xp
u tin v phn tch ri ro. Nh c trnh by trong Bng 6.4, cc mc ri ro nm tp
u c hng nh hng trong khong t 8 n 3. Cc bc gim thiu ri ro cng c
ch ra cho mi ri ro. V d, ri ro th hai l lm vic vi phng pht trin RUP. l, d

133
n phi gnh chu mt ri ro bi v y l mt phng php mi i vi cc thnh vin
trong d n. Hn na, c v nh l cc d n khc khng s dng RUP. Mt trong
cc k hoch gim thiu ri ro r rng nht l: lp k hoch o to cho nhm v
phng php RUP. Ngoi ra, n cng gi rng cc thnh vin cn c t vn t
nhng ngi phng th nghim R&D bi v h c kin thc v RUP v cc khi nim
lin quan, v gi lin h thng xuyn vi khch hng trong sut vng lp pht trin, v
bt c vn pht sinh no cn c gii quyt nhanh chng.

Bng 6.4. K hoch qun l ri ro cho d n ACIC

nh Nguy c ri
Xc sut hng ro (Risk K hoch gim thiu
STT Cc ri ro (Risks) (Probability) (Impact) Exposure) (Mitigation Plan)

1 Chng ti s cn s h 0.5 8 4 Lp k hoch cn thn v

tr t kin trc s c khong thi gian cn n
s d liu v ngi s h tr t mi nhm ny
qun tr c s d liu v cung cp thng bo
ca khch hng. trc.

C mt iu phi vin
lm vic cht ch vi cc
nhm ny.

2 Bi v RUP s c s 0.9 3 2.7 Lm vic cht ch vi cc

dng ln u tin, s chuyn gia phng th
hiu bit ca nhm v nghim R&D ca Infosys.
n th khng y .
Gi lin h thng xuyn
vi khch hng trong vng
lp pht trin sut d n,
v gii quyt nhanh chng
bt c vn pht sinh
no lin quan n lch v

134
 chi ph (n lc).

Lp k hoch o to
cho nhm v phng
php RUP.

3 Mt nhn s: Cc 0.3 7 2.1 Phn cng cng

thnh vin trong nhm vic/nhim v m c
c th ri cng ty trong nhiu hn mt ngi c
thi gian ngn sp ti. hiu bit v cc unit (n
v chng trnh) v use
case (trng hp s
dng) trong d n.

4 Lm vic vi my tnh 0.1 8 0.8 Thc hin thm cc k

ln (mainframe) DB2 thut tnh nh: xem xt li
ca khch hng qua m (code review), kim tra
lin kt: Lin kt ny ti bn (desk checking),
c th khng c v.v. gim thiu s ph
hiu qu nh d kin. thuc vo lin kt.

Gii quyt ngay vn leo

thang (escalate) khi lin
kt b hng (down).

Lu rng mt khi cc ty chn ny c chp nhn nh l cc bc gim thiu ri ro,

chng s nh hng n k hoch chi tit ca d n; thi gian biu phi bao gm thi
gian o to ph hp v cc hot ng xy dng chng minh gii php tng (proof-
of-concept building activities). Nhu cu ny s c cn n nhiu bc gim thiu ri
ro. Bi v chng trnh by cc hot ng v bi v thi gian biu chi tit ca d n trnh
by hu ht cc hot ng s c thc hin trong d n, cc bc gim thiu ri ro s
thng xuyn lm thay i thi gian biu chi tit ca d n, cn b sung thm chi ph (n
lc) cho d n.

135
6.4.2 D n XYZ

D n ny s dng h thng xp hng qun l ri ro ca n. Bng 6.5 cho cc xp

hng khc nhau v cc bc gim thiu ri ro. K hoch qun l ri ro ny l mt phn
ca k hoch qun l d n cho d n v c trch ra t n.

Phng php thc hin phn tch ri ro ti cc mt mc quan trng v c bn ging nh

m t trc y, ngoi tr rng c s ch nhiu hn nhng ri ro c lit k
trong k hoch d n (tc l, c nhn mnh nhiu hn u ra ca phn tch ri ro trc
ca d n). Sut qu trnh phn tch ri ro ny, nhng ngi qun l d n c th xp
li u tin ca ri ro. Trong d n XYZ, khi mt phn tch c thc hin ti mt mc
quan trng (milestone) khong ba thng sau khi k hoch qun l ri ro ban u c
thc hin, nhn thc v ri ro c thay i phn no. Bng 6.6 trnh by cc ri ro
m nguy c ri ro (exposure) va c thay i.

Da trn kinh nghim thu c t d n ang c thc hin n thi im hin ti,
ngi qun l d n quyt nh rng hu qu ca cc ha gii thay i gy ra t
nghim trng. iu ny xy ra bi v, v d, cc vn ha gii gp t kh khn hn so
vi d kin. Tng t nh vy, s nhn thc v ri ro mt nhn s tng ln c l l
v kinh nghim ca cc thnh vin trong nhm v c l thc t l ngi ri nhm vo gia
d n s gy ra vn ln hn ngi ri nhm vo lc bt u d n. Bt c khi no ri
ro c phn tch li, k hoch gim thiu ri ro cng c th b thay i, ty thuc vo
thc t hin ti ca d n v tnh cht ca cc ri ro. Trong d n ny, khng c thay i
trong cc k hoch gim thiu ri ro.

Bng 6.5. K hoch qun l ri ro cho d n XYZ

Nguy c
Xc sut Hu qu ri ro (Risk K hoch gim thiu
STT Ri ro (Risk) (Probability) (Consequences) Exposure) (Mitigation Plan)

1 Khng p ng Cao (High) Cao Cao Ch ra cho khch

c hiu sut hng thy c
cao nng sut d kin

136
(Failure to meet thng qua bn mu
the high th nghim (Indicate
performance) expected
performance to
clients through
requirements
prototypes)

S dng li khuyn
t c s d liu kin
thc ci thin
hiu sut (Use tips
from body of
knowledge database
to improve
performance)

Lm cho nhm hiu

r c cc yu cu
(Make team aware of
the requirements)

Cp nht danh sch

kim tra xem xt
li, tm kim ch
nguy him lm gim
hiu sut (Update
the review checklist
to look for
performance pitfalls)

Nghin cu v ci
thin hiu sut lin
tc (Study and
improve performance
constantly)

Thc hin theo cc

137
 hng dn t cc
nghin cu v hiu
sut trc
(Follow guidelines
from earlier
performance studies)

Kim th ng dng
xuyn sut giai on
tch hp v kim th
h thng xem n
c p ng c
hiu sut k vng
hay khng (Test
application for
meeting performance
expectations during
integration and
system testing)

2 Thiu nhn s c Trung bnh Trung bnh Trung bnh o to nhn s

sn k nng ph (Medium) (Train resources)
hp
Cng vi khch
(Lack of hng xem xt li bn
availability of mu th nghim
persons with the (Review prototype
right skills) with customer)

Pht trin cc m
thc hnh (Develop
coding practices)

3 Phc tp ca yu Trung bnh Trung bnh Trung bnh m bo chuyn

cu ca ng dng giao kin thc lin
tc (Ensure ongoing

138
 (Complexity of knowledge transfer)
application
requirements) Trin khai ngi
c kinh nghim v
ng dng (Deploy
persons with prior
experience with the
application)

4 Mt nhn s Trung bnh Trung bnh Trung bnh o to mt nhm

nng ct c bn
(Manpower
ngi (Train a core
attrition)
group of four people)

Xoay vng phn

cng cng vic cho
tt c mi ngi
(Rotate onsite
assignments among
people)

Xc nh nhn s d
phng cho cc vai
tr ch cht (Identify
backups for key
roles)

5 Yu cu khng r Trung bnh Trung bnh Trung bnh Xem xt li mt bn

rng mu th nghim
(Review a prototype)
(Unclear
requirements) Tin hnh xem xt
li gia giai on
(Conduct a midstage
review)

139
6 Kh khn xy Trung bnh Thp (Low) Trung bnh To mt k hoch
dng c ch ho qun l v tun th
gii cc thay i tip cn ha gii
c thc hin c nh ngha
mt pha trong r rng (Create a
sut qu trnh management plan
pht trin cch xa and adhere to well-
v mt a l. defined reconciliation
approach).
(Difficulty of
reconciliation Ha gii mi thng
configuration of mt ln: ngy Th 3
changes done in u tin hoc vo
onsite ngy lm vic tip
maintenance theo (Reconcile once
during off-shore per month: first
development) Tuesday or next
working day)

ng ha gii cc
thay i c
thc hin sau ngy
ngy kha
s/ ngy o hn
(Do not reconcile
changes done after a
cut-off date)

140
 Bng 6.6. S tin ha ri ro trong d n XYZ

Xc sut hin Cc hu qu hin ti Nguy c ri ro

ti (Current (Current hin ti (Current
STT Ri ro (Risk) Probability) Consequences) Risk Exposure)

2 Mt nhn s Cao Cao Cao

(Manpower attrition)

3 Kh khn trong vic ha gii Thp Thp/Trung bnh Thp

cc thay i c to ra mt
pha trong qu trnh pht trin
cch xa v mt a l.

(Difficulty of reconciliation of
changes created in onsite
maintenance during off-shore
development)

6.5 TM TT

Mt ri ro ca mt d n l mt iu kin khng chc chn xy ra nhng c th nh

hng bt li n d n. Qun l ri ro i hi rng nhng ri ro phi c xc nh v
c xp hng u tin, v i vi cc ri ro nm tp u, nhiu hot ng phi c
thc hin gim thiu tc ng ca chng. Chi ph gim thiu ri ro c th c v lng
ph khi cc ri ro khng xy ra, nhng chng phi c u t gim thiu thit hi
trong trng hp ri ro xy ra.

Sau y l mt s trong nhng bi hc quan trng t tip cn qun l ri ro Infosys:

gip bn xc nh cc ri ro, mt danh sch cc ri ro thng xy ra s l mt

im khi u tt. Ngoi ra, nhn v pha trc v c gng hnh dung ra mi th c
th lm cho d n gp rc ri.

141
 i vi vic xp u tin cho ri ro, mt c ch n gin v hiu qu l i phn
loi xc sut ri ro v tc ng ca chng ra thnh cc loi nh: thp, trung bnh
v cao, v sau qun l nhng ri ro c xc sut v tc ng cao.

i vi cc ri ro nm tp u, lp k hoch cho cc bc gim thiu ri ro, v

m bo rng chng s c thc hin trong qu trnh thc hin d n.

Gim st v nh gi li cc ri ro nh k, c l ti cc ct mc (milestones),
xem cc bc gim thiu ri ro c p dng c mang li kt qu tt khng v
xem xt li nhn thc v ri ro.

Tng ng CMM, KPA Lp K Hoch Cho D n (Project Planning KPA) CMM mc 2

yu cu rng mt d n phi c mt k hoch qun l ri ro. Cc quy trnh qun l v
gim st ri ro l mt yu cu cho KPA Qun Phn Mm L Tng Hp (Integrated
Software Management KPA) CMM mc 3.

6.6 CC THAM KHO

1. R.N. Charette. Large-scale project management is risk management. IEEE Software,

July 1996.
2. N. Brown. Industrial-strength management strategies. IEEE Software, July 1996.
3. B. Boehm. Tutorial: Software Risk Management. IEEE Computer Society, 1989.
4. R. Charette. Software Engineering Risk Analysis and Management. McGraw Hill, 1989.
5. E.M. Hall. Managing Risk: Methods for Software Systems Development. Addison-
Wesley, 1998.
6. B. Boehm. A spiral model of software development and enhancement. IEEE Computer,
May 1988.
7. M. Carr et al. Taxonomy-based Risk Identification. Technical Report, CMU/SEI-93-TR-
006, 1993.

142
 Chng 7. o lng v lp k hoch theo di

Mt k hoch qun l d n n thun l mt ti liu c th c s dng hng dn

thc hin d n. Tr khi hiu sut thc t ca s thc hin ny c theo di theo st
vi k hoch, k hoch qun l d n c mt gi tr gii hn. V theo di d n, gi tr
ca mt s thng s quan trng phi c o trong sut qu trnh thc hin d n. Theo
di l mt nhim v kh, v, ging nh vi cc nhim v khc, nu bn mun thc hin
n ng cch, bn phi lp k hoch cho n. Trong qu trnh lp k hoch, bn phi quyt
nh cho cc vn pht sinh nh cng vic/nhim v, n lc (chi ph), v li s c
theo di, nhng cng c no s c s dng, nhng cu trc no v tn sut ca bo
co s c thc hin nh th no, v.v.

Chng ny tho lun v cc php o c thc hin trong cc d n ti Infosys. N

cng m t vic lp k hoch theo di v la chn ngng cho mc bin i hiu sut -
c s dng kch hot cc hnh ng qun l. Vic theo di d n thc t c tho
lun trong cc Chng 10 v 11.

7.1 CC KHI NIM V O LNG (CONCEPTS IN

MEASUREMENT)

Mc ch c bn ca cc php o trong mt d n l kim sot c hiu qu d n.

Phn ny tho lun v mt s khi nim c lin quan n cc s o (metrics), o lng
(measurement) v cc s o c bn (basic metrics) m bn cn o lng kim sot
mt d n. Mt tip cn kim sot l Kim sot quy trnh dng thng k (SPC -
statistical process control). Phn ny cng tho lun v mt s khi nim lin quan n
SPC v cch SPC c th c s dng cho phn mm.

7.1.1 S o v o (Metrics and Measurements)

S o ca phn mm c th c s dng m t nh lng cc kha cnh khc nhau

ca quy trnh phn mm hoc cc sn phm phn mm. Cc s o ca quy trnh (process
metrics) xc nh mt cch nh lng cc thuc tnh ca quy trnh phn mm hoc mi
trng pht trin, trong khi cc s o ca sn phm (product metrics) l n v o
lng cho cc sn phm phn mm (software products) [1][2]. Cc s o ca sn phm

143
lu cc s liu c lp ca quy trnh c s dng to ra sn phm. V d v cc s
o ca quy trnh bao gm nng sut, cht lng, s liu v nhn cng, t l tim li, v
hiu qu loi b li. V d v cc s o ca sn phm bao gm kch thc, tin cy,
cht lng (cht lng c th va c xem l s o ca sn phm va c xem l s
o ca quy trnh), s phc tp ca m, v chc nng.

c c cc s o nht thit i hi rng cc php o phi c thc hin c c

d liu. i vi bt k chng trnh o no, bn phi hiu r cc mc tiu ca vic thu
thp d liu cng nh cc m hnh c s dng lm cc phn quyt da trn cc d
liu. Ni chung, s o no c s dng v cc php o no cn c thc hin s ty
thuc vo d n v cc mc tiu ca cng ty, bn c th s dng mt khung lm vic
(framework), chng hn nh phng php o theo mc ch: Mc ch-Cu Hi-S o
(goal-question-metric paradigm), xc nh cc s o cn c o [3][4]. Tuy nhin,
trong thc t, mt vi s o l cho hu ht cc tnh hung, v cc s o c bit ch
cn thit cho cc tnh hung c bit. Thi gian biu (schedule), kch thc, n lc (chi
ph/effort), v li (defect) l cc s o c bn cho cc d n v hnh thnh mt tp hp s
o bn vng [5][6].

Thi gian biu (schedule) l mt trong nhng s o quan trng nht bi v hu ht cc d

n c iu khin bi thi gian biu v thi hn hon thnh. Tuy nhin, n c o d
dng nht bi v thi gian lch (calendar time) thng c s dng. N lc l ngun
nhn lc ch yu tiu tn trong mt d n phn mm. Do , theo di n lc l mt hot
ng quan trng trong sut qu trnh gim st; n l iu cn thit nh gi xem liu
cc d n c thc hin xong trong phm vi ngn sch. Tc l, d liu ny s c cn
n lp cc bo co nh "Chi ph ca d n l c th s cao hn khong 30% so vi
d kin trc y" hoc "D n ny l c kh nng hon thnh trong phm vi ngn sch."

Bi v li c mi quan h trc tip n cht lng phn mm, hot ng theo di li l rt

quan trng m bo cht lng. Mt d n phn mm ln c th bao gm hng ngn
li c tm thy bi nhng ngi khc nhau cc giai on khc nhau. Thng th
ngi sa cha li khng phi l ngi tm thy hoc bo co n. Ni chung, ngi
qun l d n s mun loi b hu ht hoc tt c cc li c tm thy trc khi phn
mm c giao. Trong trng hp nh th, bo co li (defect reporting) v ng li
(closure) khng th c thc hin m khng theo nghi thc (informally) no . Vic s
dng cc c ch khng theo nghi thc (informal mechanisms) c th dn n vic cc li

144
c tm thy nhng sau b b qun sau , v vy sau cng li khng c g b
hoc cn thm n lc (chi ph) tm kim cc li li mt ln na. Do , t nht, li phi
c ghi nhn li (logged) v s kt thc n (closure) phi c theo di. lm iu
ny, bn cn thng tin, chng hn nh s biu hin ca li, v tr ca n, v tn ca ngi
tm thy n v ngi ng/kt thc n (closed it). Mt khi li c tm thy c ghi
ghi nhn (v sau ng/kt thc n), phn tch c th tp trung vo c bao nhiu li
c tm thy cho n nay, bao nhiu phn trm li vn cn, v cc vn pht sinh
khc. Hot ng di li c xem l mt trong nhng thc thnh tt nht qun l d
n [7].

Nu ch n thun l ghi nhn li v theo di chng, s khng h tr cho cc phn

tch c mong mun khc. bit c bao nhiu phn trm li c pht hin, bn
cng cn ghi nhn li thng tin v cc giai on m li c pht hin . bit c
hiu qu ca vic loi b li ca ca cc hot ng kim sot cht lng khc nhau v do
ci thin hiu sut ca chng, bn phi bit c khng ch ni li c pht hin
m cn phi bit ni m n c tim vo. Ni cch khc, i vi mi ghi nhn li, bn
cng nn cung cp thng tin v giai on gy ra (to ra) li.

Kch thc l mt s o c bn khc bi v nhiu d liu (v d, mt li c giao

(delivered defect density)) c chun ha theo kch thc. Nu khng c d liu v kch
thc, bn khng th d on hiu sut ca vic s dng d liu qu kh. Ngoi ra, nu
khng chun ha (normalization) theo s o kch thc chun (standard measure of size),
bn khng th xc nh c kh nng chun (benchmark performance) dng cho mc
ch so snh. Hai s o kch thc ph bin l s dng m (LOC - lines of code) v im
chc nng (function point). Nu bn s dng s dng m nh mt s o, nng sut s
thay i trong cc ngn ng lp trnh trnh khc nhau. Ngc li, im chc nng cho kt
qu khng ph thuc vo ngn ng lp trnh.

7.1.2 Gim st quy trnh bng cch dng Kim sot quy trnh dng
thng k (Process Monitoring through Statistical Process Control)

Kim sot quy trnh dng thng k (SPC - statistical process control) c s dng rt
thnh cng trong sn xut (manufacturing), v vic s dng n trong phn mm cng
ang gia tng [8]. y chng ti tho lun ngn gn v mt s khi nim chung ca
SPC; bit thm thng tin, bn c th tham kho bt k cun sch no v SPC [9][10].

145
Trong Chng 10 v 11, bn s thy lm th no cc tng c s (concepts) ca SPC
c s dng gim st d n.

Mt quy trnh (process) c s dng to ra u ra (output), v cht lng ca u ra

c th c xc nh bng cc c tnh cht lng c th (quality characteristics). Mt s
yu t c th lm bin i gi tr ca nhng c tnh ny. Nhng yu t ny c th c
phn thnh hai loi: cc nguyn nhn t nhin (hoc c hu) (natural (or inherent)
causes) gy ra bin i, v cc nguyn nhn c bit (special/assignable) khng ngu
nhin. Cc nguyn nhn t nhin l nhng nguyn nhn lun lun hin din v mi
nguyn nhn ny gp phn gy ra bin i. Ta khng c cch no kim sot cc
nguyn nhn ny, tr khi quy trnh t thay i chnh n. Ngc li, cc nguyn nhn c
bit l cc nguyn nhn t khi xy ra (ch xy ra mt ln trong mt khong thi gian no
), nhng li c nh hng ln hn n hiu sut ca quy trnh, v c th c kim
sot. Hnh 7.1 minh ha mi quan h gia cc nguyn nhn v cc c tnh cht lng.

Hnh 7.1. Nguyn nhn t nhin v c bit

Mt quy trnh c ni l c kim sot dng thng k (statistical control) nu nhng

bin i trong cc c tnh cht lng l ch do cc nguyn nhn t nhin. Mc tiu ca
Kim sot quy trnh dng thng k (SPC) l gi cho quy trnh sn xut c kim sot
dng thng k.

Cc biu kim sot (control charts) l mt cng c c yu thch p dng cho SPC.
xy dng mt biu kim sot, u ra ca mt quy trnh c xem l mt dng cc
gi tr s trnh by cc gi tr ca cc c tnh (characteristics) c quan tm. Cc nhm
d liu nh (subgroups of data) c ly t dng d liu ny, v gi tr trung bnh ca cc
nhm d liu nh s c v, bng mt biu X-bar. Mt gii hn kim sot di (LCL -
lower control limit) v mt gii hn kim sot trn (UCL - upper control limit) c thnh
lp. Nu mt im nm ngoi cc gii hn kim sot, bin i ln c xem l do cc

146
nguyn nhn c bit. Mt biu khc, c gi l biu R-chart, v phm vi (s khc
bit gia cc gi tr ti thiu v ti a) ca cc phn nhm c la chn. Cc gii hn
kim sot c thit lp cho biu R-chart, v mt im nm ngoi cc gii hn kim
sot ny cng c coi l do nguyn nhn c bit.

Theo quy c, LCL v UCL thng c t khong 3-sigma xung quanh gi tr trung
bnh, vi sigma l lch chun (standard deviation) ca d liu vi nhng bin i bnh
thng (normal variability) (c ngha l, bin i do nguyn nhn t nhin). Vi nhng
gii hn ny, xc sut ca mt bo ng sai (false alarm) ti y mt im c bin i
t nhin ri bn ngoi cc gii hn - ch l 0.27%.

Khi quy trnh sn xut khng sinh ra cng mt mc mt cch lp i lp li, nh l trng
hp ca cc quy trnh phn mm, vic phn chia cc nhm nh c th l v ngha; cc gi
tr n l do d s c xem xt. i vi quy trnh nh vy, biu XMR [9][10] c th
c s dng. Trong mt biu XMR-chart, mt phm vi di chuyn (moving range) ca
hai gi tr lin tip c dng lm phm vi cho cc biu R-chart. i vi biu X-bar,
cc gi tr n l s c v; sau cc gii hn kim sot c xc nh bng cch s
dng phm vi di chuyn trung bnh.

Lu rng cc gii hn kim sot khc vi cc gii hn c t (specification limits). Cc

gii hn c t xc nh, da trn yu cu, hiu sut c mong mun t quy trnh.
Ngc li, cc gii hn kim sot da trn d liu thc t t quy trnh, xc nh kh nng
hiu sut thc t ca quy trnh tc l, nhng g quy trnh thc s c kh nng cung cp.
R rng, nu cc gii hn kim sot nm trong cc gii hn c t (cc gii hn c t th
rng hn cc gii hn kim sot), quy trnh c kh nng to ra u ra p ng c cc
c t trong phn ln thi gian. Ngc li, nu gii hn c t nm trong phm vi cc gii
hn kim sot, xc sut quy trnh to ra mt kt qu khng tha mn cc yu cu s
gia tng. Da trn mi quan h gia gii hn c t v gii hn kim sot, kh nng ca
mt quy trnh c th c nh ngha mt cch hnh thc [9][10].

Bn s dng cc biu kim sot (control charts) lin tc gim st hiu sut ca cc
quy trnh v xc nh ra mt trng thi ngoi tm kim sot. Mt cch ring l, bn quyt
nh nhng hot ng no s c thc hin khi mt im trnh by cho mt u ra nm
ngoi gii hn kim sot. Ni chung, c hai loi hnh ng c thc hin:

147
- Lm li u ra m n c cc c tnh chp nhn c tc l, thc hin hot ng
sa cha.

- Tin hnh phn tch su hn xc nh ra cc nguyn nhn c bit v loi b

chng khi quy trnh tc l, thc hin cc hot ng phng nga.

s dng biu kim sot cho cc quy trnh phn mm, trc tin bn phi xc nh
cc quy trnh m phng php Kim sot quy trnh dng thng k (SPC) c th c p
dng. Mt la chn l quy trnh tng th, m u ra ca quy trnh ny l sn phm phn
mm s c giao. Cc c tnh c th c nghin cu cho u ra ca quy trnh ny
bao gm nng sut, mt li c giao, v t l tim li. Bn c th c c cc gi tr
ca hu ht nhng c tnh ny cho u ra ca ton b quy trnh ch sau khi d n kt
thc, v vy Kim sot quy trnh dng thng k (SPC) ton b quy trnh c gi tr gii hn
theo di v kim sot d n. Gi tr ca n nm ch yu trong s hiu bit v ci tin
kh nng ca quy trnh.

kim sot mt d n, bn c th trin khai SPC cho "cc quy trnh nh" (mini-
processes) c thc hin trong sut tin trnh ca d n, chng hn nh quy trnh xem
xt li hoc quy trnh kim th. Theo SPC, ngay sau khi quy trnh ny c thc hin, kt
qu ca n c th c phn tch. Nu cn thit, sau bn c th p dng kim sot
trong cc hnh thc ca cc hot ng sa cha hoc phng nga li. Thng qua cc
hot ng sa cha, kt qu u ra ngoi tm kim sot c chp nhn c; cc hot
ng phng nga gip ci thin s thc hin ca phn cn li ca d n. Chng 10 v
11 tho lun v vic s dng cc Cng c kim sot quy trnh phn mm SPC gim
st cc d n.

c cho bit trc kh nng c s thay i ln v hiu sut trong cc quy trnh phn
mm, khng d g xc nh ra c cc im ch c bin i t nhin m bn c th
xc nh cc gii hn kim sot. Do , tnh ton cc gii hn kim sot t d liu hiu
sut trong qu kh, bn phi s dng phn xt ca mnh xc nh cc im d liu cn
c loi ra. Hn na, d liu qu kh khng nn c s dng mt cch m qung, m
cn phi thc hin qun l mt cch sng sut h tr cho vic s dng n. V d, bn
khng th gi thit rng mt quy trnh tht bi ch bi v hiu sut nm ngoi phm vi
c tnh tnh t d liu qu kh [2][11]. Mt tip cn ph hp hn l s dng mt
khong (phm vi) hiu sut xc nh ra c s chnh (deviation) v sau phn tch
cc nguyn nhn ca s chnh lch ny.

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7.2 CC PHP O (MEASUREMENTS)

Bt k hot ng kim sot d asb dng nh lng no u ph thuc rt nhiu vo cc

php o c thc hin trong qu trnh thc hin d n. thc hin cc php o trong
qu trnh thc hin d n, bn phi lp k hoch cn thn v nhng g o, khi no o,
v lm th no o lng. Do , lp k hoch o lng l mt yu t ch cht trong
vic lp k hoch cho d n. Phn ny bn v php o lng chun c thc hin trong
d n ti Infosys. Nhng ngi qun l d n c th thm vo cc php o ny nu d
n ca h cn n chng.

7.2.1 Thu thp d liu v n lc (Collecting Effort Data)

gip mt ngi qun l d n gim st n lc (effort/nhn cng/chi ph), mi nhn vin

ghi nhn vo trong H Thng Bo Co Hot ng Hng Tun (WAR - weekly activity
report system) cng sc b ra cho cc cng vic/nhim v khc nhau. H thng trc
tuyn ny, do t cng ty pht trin, lu tr tt c cc bo co hot ng hng tun
(WARs) vo mt c s d liu tp trung (centralized database). Mi ngi gi np
(submit) WAR ca mnh hng tun. Bo co s c gi n ngi gim st c
ph duyt (approval). Mt khi n c chp nhn, bn np WAR l bn cui cng
v khng th b thay i thm na. Mi ngi u phi np mt WAR, bao gm c gim
c iu hnh (CEO), v nu mt WAR khng c np trong vng mt khong thi gian
nht nh, n s b b qua.

Mt mc nhp WAR (WAR entry) cha mt danh sch cc mu tin (records), mi mu tin
cha thng tin cho mt tun. Mi mu tin l mt danh sch cc mc (items), mi mc
cha cc trng (field/lnh vc) sau y:

- M chng trnh (Program code)

- M m-un (Module code)

- M hot ng (Activity code)

- M t hot ng (Activity description)

- Gi t Th Hai n Ch Nht (Hours for Monday through Sunday)

149
M hot ng cho bit kiu hot ng. M chng trnh v m m-un cho php tch d
liu v n lc ra theo m-un hoc chng trnh - mt cch thc quan trng cho php
gim st mc thnh phn (component-level monitoring). h tr phn tch v so snh,
cng vic quan trng cn lm l i chun ha cc hot ng theo n lc c bo co.
C mt tp hp cc m hot ng c chun ha ca gip bn t c mc tiu
ny. Bng 7.1 cho thy cc m hot ng c s dng trong cc d n Infosys.

Trong cc m hot ng, mt m ring bit dng cho n lc lm li cng vic nhiu giai
on. Phn loi ny gip ch trong vic tnh ton chi ph ca cht lng (cost of quality).
Vi mc sng lc, bn c th thc hin phn tch d liu n lc theo giai on (phase-
wise analysis) hay theo giai on nh (subphase-wise analysis). M chng trnh v m
m-un, c quy nh c th bi d n, c th c s dng ghi li d liu n lc
cho cc n v chng trnh (units) khc nhau trong d n, do to iu kin thun li
cho phn tch theo n v (unit-wise analysis).

to d dng cho hot ng phn tch so snh n lc d kin vi n lc thc t tiu

dng mc d n (project-level analysis), h thng WAR c kt ni vi m t d n
dng Microsoft Project (MSP). Nhn vin d n c th bt u gi np WARs cho d n
ch sau khi MSP cho d n va c trnh ln (mt khi MSP c gi ln, h thng
bit c nhng ngi no c ngh lm vic trong d n). Cc hot ng
c ln k hoch (planned activities) c nh ngha bng cch lit k chng trong
MSP v phn cng n cho mt ngi c thm quyn trong d n. Cc hot ng khng
c k hoch (unplanned activities) l tt c cc hot ng khc ca d n.

Khi nhp vo WAR cho mt tun, ngi s dng dng mt mn hnh c chia thnh hai
phn: phn cho cc hot ng c lp k hoch (planned activities) v phn cho cc
hot ng khng c k hoch (unplanned activities). Tt c cc hot ng (c phn
cng trong MSP cho mt ngi c th cho tun ny s c hin th trong phn: cc hot
ng c lp hoch ca c ta. Ngi dng khng th thm vo hoc sa i cc
hot ng c hin th trong phn ny. C y ch c th nhp vo s gi xi mi ngy
cho cc hot ng khc nhau c cung cp. ghi nhn thi gian xi cho cc
hot ng khng c lit k trong phn k hoch, ngi s dng c th nhp m, m t
n, v s gi xi mi ngy cho cc hot ng ny trong phn: cc hot ng khng c
k hoch ca d n.

150
7.2.2 Ghi nhn v theo di li (Logging and Tracking Defects)

Trong mt d n ca Infosys, vic pht hin v loi b li c tin hnh nh sau. Mt li

c tm thy v c ghi li bi mt ngi gi (submitter). Sau , li ny s c trng
thi (tnh trng) l c gi (submitted). K tip, ngi qun l d n phn cng
cng vic sa cha li cho mt ai , thng l tc gi ca cc ti liu (document)
hoc m (code) m ti li c tm thy. Ngi ny thc hin g li (debugging) v
sa cha (fix) cc li , v sau li ny chuyn sang trng thi c sa (fixed).
Mt li sau khi c sa xong vn cha c ng li (closed). Mt ngi khc, thng
l ngi gi, xc nhn rng li c sa cha xong. Sau xc minh ny, li c th
c nh du "ng (closed). Ni cch khc, vng i chung ca mt li c ba trng
thi: c gi, c sa, v ng (xem hnh 7.2). Mt li cha c ng li cn
c gi l m (open).

Hnh 7.2. Vng i ca mt li

Bng 7.1. Cc m hot ng ca n lc (effort)

M hot ng M t
(Activity Code) (Description)
PAC Chp nhn (Acceptance)
PACRW Lm li cng vic sau khi kim th chp nhn (Rework after acceptance testing)
PCAL Tng quan v d n (Project catch-all)
PCD Ci t m v t kim th n v (Coding and self unit testing)
PCDRV Xem xt li m (Code walkthrough/review)
PCDRW Lm li cng vic sau khi xem xt li m (Rework after code walkthrough)
PCM Qun l cu hnh (Configuration management)
PCOMM Giao tip (Communication)
PCSPT Cc hot ng h tr khch hng (Customer support activities)
PDBA Cc hot ng qun tr c s d liu (Database administration activities)
PDD Thit k chi tit (Detailed design)
PDDRV Xem xt li thit k chi tit (Detailed design review)

151
PDDR Lm li cng vic sau khi thit k chi tit (Rework after detailed design review)
PDOC Lp ti liu (Documentation)
PERV Xem xt li cc m hnh v cc hnh v (Review of models and drawings)
PERW Lm li cng vic cho cc m hnh/hnh v (Rework of models and drawings)
PEXEC Thc hin xy dng m hnh v thit k (Execution of modeling and drafting)
PHD Thit k mc cao (High-level design)
PHDRV Xem xt li thit k mc cao (High-level design reviews)
PHDRW Lm li cng vic sau khi xem xt li thit k mc cao (Rework after high-level
design review)
PIA Phn tch tc ng (Impact analysis)
PINS Ci t v o to cho khch hng (Installation/customer training)
PIT Kim th tch hp (Integration testing)
PITRW Lm li cng vic sau khi kim th tch hp (Rework after integration testing)
PPI Khi to d n (Project initiation)
PPMCL Cc hot ng kt thc d n (Project closure activities)
PPMPT Lp k hoch v theo di d n (Project planning and tracking)
PRES Nghin cu cc vn k thut (Research on technical problems)
PRS Cc hot ng c t yu cu (Requirement specification activities)
PRSRV Xem xt li c t yu cu (Review of requirements specifications)
PRSRW Lm li cng vic sau khi xem xt li yu cu (Rework after requirements
review)
PSP Cc hot ng hoch nh chin lc (Strategic planning activities)
PST Kim th h thng (System testing)
PSTRW Lm li cng vic sau khi kim th h thng (Rework after system testing)
PTRE Cc hot ng hun luyn nhn s mi cho d n (Project-specific trainee
activities)
PUT Kim th n v ring l (Independent unit testing)
PUTRW Lm li cng vic sau khi kim th n v ring l (Rework after independent
unit testing)
PWTR i ch nhn s (Waiting for resources)
PWY N lc (chi ph) xi cho sut giai on bo hnh (Effort during warranty)

Mt h thng kim sot li (DCS- defect control system) c s dng trong cc d n

ghi nhn v theo di li. H thng ny cho php cc kiu phn tch khc nhau. Bng 7.2
cho thy cc thng tin c ghi nhn cho mi li ca h thng.

xc nh giai on tim li (defect injection stage) cn phi phn tch li. Trong khi ,
cc giai on pht hin li bao gm cc hot ng xem xt li (review) v kim th

152
(testing), cc giai on tim li bao gm cc giai on to ra sn phm cng vic (work
products), chng hn nh giai on thit k (design) v giai on ci t m (coding). Da
trn bn cht ca li va c tm thy, mt s phn xt c th c thc hin. Khng
ging nh cc giai on pht hin li - c bit n mt cch chc chn - giai on tim
li th m h hn; n c nh gi t bn cht ca li v cc thng tin khc c lin quan.
S dng cc thng tin v gian on tim li v giai on pht hin li, bn c th tnh ton
hiu sut loi b li, t l phn trm phn phi, v cc s o khc.

i khi ta mong mun hiu c bn cht ca cc li m khng cn tham chiu n cc

giai on, thay vo ta tham chiu n cc loi li. Mt s phn loi nh vy c th gip
bn hiu s phn b ca cc li qua theo cc loi li khc nhau. V l do ny, cc loi li
cng c ghi nhn li. Bng 7.3 cho thy cc loi li c th c, cng vi mt s v d.
Mt d n cng c th nh ngha cch phn loi ca ring n.

Bng 7.2. Ghi nhn d liu v li

Bt buc(M)/T chn(O)
D liu (Data) M t (Description) (Mandatory/Optional)

M d n M d n - ni li c ghi nhn M
(Project code) (Code of the project for which defects are
captured)

M t M t li M
(Description) (Description of the defect)

M m-un M m-un O
(Module code) (Module code)

Tn chng trnh Tn ca chng trnh m ti li c tm O

(Program name) thy
(Name of program in which the defect was
found)

Giai on pht hin Giai on m ti li c pht hin M

(Stage detected) (Stage in which the defect was detected)

Giai on tim vo Giai on m ti li c tim vo M

(Stage injected) (Stage at which the defect was
injected/origin of defect)

153
Loi Phn loi li M
(Type) (Classification of the defect)

Mc nghim trng Mc nghim trng ca li M

(Severity) (Severity of the defect)

Kiu xem xt li Kiu xem xt li O

(Review type) (Type of review)

Tnh trng (trng thi) Tnh trng hin ti ca li M

(Status) (Current status of the defect)

Ngi gi Tn ca ngi pht hin ra li M

(Submitter) (Name of the person who detected the
defect)

Ch nhn ca li Tn ngi ch ca li M
(Owner) (Name of the person who owns the defect)

Ngy gi Ngy li c gi n ch nhn M

(Submit date) (Date on which the defect was submitted to
the owner)

Ngy ng Ngy m li ( c gi) c ng li M

(Close date) (Date on which the submitted defect was
closed)

Cui cng, mc nghim trng ca li c ghi nhn li. Thng tin ny l quan trng
cho ngi qun l d n. V d, nu mt li l nghim trng, bn c th s xp lch n
sm c sa cha. Ngoi ra, bn c th quyt nh rng cc li nh hoc khng quan
trng khng cn phi c sa cha khi phi giao hng khn cp. Bng 7.4 cho thy
cch phn loi c s dng ti Infosys.

T thng tin ny, c th c nhiu phn tch khc nhau c thc hin. V d, bn c th
phn chia cc li ra theo loi, mc nghim trng, hoc m-un; v biu v khuynh
hng m v ng li theo m-un, mc nghim trng, hoc li tng th; xc nh t l
li tim vo hng tun; xc nh hiu qu loi b li; xc nh t l tim li trong cc giai
on khc nhau, v.v. Trong chng 11, bn s thy s s dng cc d liu ny theo
di cht lng v phng nga li. Chng ny cng m t mt v d v d liu v li
c nhp vo trong case study.

154
 Bng 7.3. Cc loi li

Loi li (Defect Type) V d (Example)

Lgic Cc li khng y /khng ng trong gii thut c s dng;

(Logic) cc iu kin, ca kim th, hoc ti liu thit k sai
(Insufficient/incorrect errors in algorithms used; wrong conditions, test
cases, or design documents)

Cc chun Cc vn vi cc chun ci t m/cc chun ti liu nh nh

(Standards) danh, nh dng theo hng, cch trnh by, to m-un, ch thch, ci
t m cng, li chnh t
(Problems with coding/documentation standards such as indentation,
alignment, layout, modularity, comments, hard-coding, and
misspelling)

M d tha Cng mt phn m c dng trong nhiu chng trnh hoc trong
(Redundant code) cng mt chng trnh
(Same piece of code used in many programs or in the same program)

Giao din ngi dng Cc chc nng chnh yu khng hot ng; menu khng thch hp
(User interface) (Specified function keys not working; improper menu navigation)

Hiu sut Tc x l chm; h thng b hng bi v kch thc tp tin; cc vn

(Performance) v b nh
(Poor processing speed; system crash because of file size; memory
problems)

Kh nng ti s dng Khng c kh nng ti s dng li m

(Reusability) (Inability to reuse the code)

Vn v thit k Cc vn lin quan n thit k c th

(Design issue) (Specific design-related matters)

Li v qun l b nh Cc li nh hng li, trn mng, gi hm bt hp l, treo h thng,

(Memory management hoc trn b nh
defects) (Defects such as core dump, array overflow, illegal function call,
system hangs, or memory overflow)

Cc li v ti liu Cc li c tm thy trong khi xem xt li cc ti liu nh k hoch

(Document defects) d n, k hoch qun l cu hnh, hoc c t
(Defects found while reviewing documents such as the project plan,
configuration management plan, or specifications)

155
Nht qun Li khi cp nht hoc xa cc mu tin c cng th t khp h thng
(Consistency) (Failure to updating or delete records in the same order throughout
the system)

Kh nng c th theo di Thiu kh nng theo di chng trnh ngun so vi c t

qua du vt (Lack of traceability of program source to specifications)
(Traceability)

Kh nng d di chuyn M khng c lp vi nn

(Portability) (Code not independent of the platform)

Bng 7.4. Mc nghim trng ca li

Loi nghim trng Gii thch v phn loi (Explanation for Categorization)
(Severity Type)

Nghim trng Li ny c th rt nguy kch v nh hng n thi gian biu ca d n,

(Critical) hoc n c th lm ngi dng dng ngay vic s dng h thng
(Defect may be very critical in terms of affecting the schedule, or it may be a
showstopperthat is, it stops the user from using the system further.)

Ln Cng mt loi li xy ra trong nhiu chng trnh hoc m-un.Ta cn phi

(Major) sa cha li tt c. V d, cc chun ci t m khng c p dng trong
bt k chng trnh no. Li lm ngi dng dng tip tc s dng h
thng theo cch bnh thng, nhng c th lm vic xung quanh n.
(The same type of defect has occurred in many programs or modules. We
need to correct everything. For example, coding standards are not followed
in any program. Alternatively, the defect stops the user from proceeding in
the normal way but a workaround exists.)

Nh Li ny th bit lp hoc khng lm ngi dng dng tip tc s dng h

(Minor) thng, nhng n gy ra bt tin
(This defect is isolated or does not stop the user from proceeding, but it
causes inconvenience.)

Nh bn ngoi Li khng nh hng n hiu sut ca sn phm phn mm v d, cc

(Cosmetic) vn v thm m v li ng php trong cc thng bo.
(A defect that in no way affects the performance of the software product
for example, esthetic issues and grammatical errors in messages.)

7.2.3 o thi gian biu (Measuring Schedule)

156
o thi gian biu (lch) th n gin v bn s dng thi gian lch (calendar time). Cc hot
ng v tin chi tit thng c lu trong thi gian biu ca Microsoft Project (MSP),
do , cc ngy v khong thi gian ca cc cng vic/nhim v (duration of tasks) c
lng c a ra trong MSP. Bit cc ngy thc t, bn c th d dng xc nh c
lng thi gian thc t (actual duration) dng thc hin tng cng vic/ nhim v
(task).

7.2.4 o kch thc (Measuring Size)

Nu s dng k thut c lng t di ln (bottom-up estimation technique), kch thc

c c lng bng cch dng s lng chng trnh cc phc tp khc nhau.
Mc d s liu ny hu ch cho vic lp d ton (c lng), nhng n khng th xy
dng mt nh ngha chun v nng sut (productivity) c th c dng so snh
nng sut gia cc d n khc nhau. Vn tng t nh vy cng xut hin, khi s
dng m lnh (LOC) c s dng o kch thc; nng sut s thay i theo ngn
ng lp trnh. bnh thng ha v s dng mt s o kch thc thng nht cho mc
ch to ra mt baseline so snh hiu sut, im chc nng (function points) c s
dng o kch thc.

Kch thc ca phn mm thng c o bng LOC thng qua vic thng xuyn s
dng chng trnh m s dng lnh. Vic m ny c thc hin khi d n hon
thnh v sn sng giao cho khch hng. T kch thc c o bng LOC, kch thc
theo im chc nng c th c tnh ra bng cch s dng bng chuyn i c
cng b [12].

7.3 THEO DI D N (PROJECT TRACKING)

Mc tiu chnh ca vic theo di i vi nhng ngi qun l d n l c c kh

nng nhn thy s thc hin ca d n m h c th xc nh xem hnh ng no cn
phi c thc hin m bo rng cc mc tiu ca d n c p ng. Bi v p
ng cc mc tiu c thit lp l ng lc c bn, cho nn tt c cc kha cnh ca
vic thc hin d n m chng c th nh hng n vic t c cc mc tiu - phi
c gim st, v vic gim st ny phi c lp k hoch. Infosys, nhng ngi
qun l d n thng lp k hoch cho cc theo di sau y:

157
 - Theo di cc hot ng

- Theo di li

- Theo di cc vn pht sinh

Theo di cc hot ng (activities tracking) s nhn vo cc hot ng c lp k

hoch y . Nu mc chi tit ca cc hot ng (activity) l nh, khi mc
thp nht, bn xem n ch c mt trong hai trng thi: cha c thc hin (not done)
hoc c thc hin xong (fully done). i vi cc cng vic (tasks) mc cao hn,
bn c th tnh ton t l phn trm hon thnh bng cch da vo tnh trng (trng thi)
ca cc cng vic/nhim v mc thp nht v cc c lng ca chng.

Theo di li (defect tracking) c thc hin kt hp vi vic ghi nhn li, nh tho
lun trc y.

Theo di cc vn pht sinh (issues tracking) m bo s lm sng t cc vn tim

n c th lm tr hon d n, gip d n nm trong tm kim sot. Chng 11 s gii
thch lm th no cc hot ng theo di c thc hin Infosys. Trong sut qu trnh
lp k hoch, ngi qun l d n s xc nh kiu theo di v cc cng c hoc phng
php no h mun s dng.

Ngoi ra, lun theo di tnh trng (trng thi) ca d n thng qua n lc (chi ph), tin
(thi gian biu), v cht lng, nhng ngi qun l d n cng lp k hoch cho
nhng hot ng sau y:

- Gim st mc hot ng

- Bo co tnh trng

- Cc bo co ti cc ct mc (milestone reports)

Gim st mc hot ng (activity-level monitoring) m bo rng mi hot ng

c thc hin ng. Bn gim st cc hot ng mt cch nh lng thng qua vic s
dng phng php Kim sot quy trnh dng thng k (SPC - statistical process control).
Da trn hiu sut trong qu kh, bn thit lp cc gii hn cho cc thng s hiu sut
ch cht ca cc hot ng/nhim v c th. Sau , bn so snh hiu sut thc t ca
mi hot ng/nhim v vi cc gii hn c thit lp trc . Nu hiu sut khng

158
nm trong phm vi gii hn chp nhn c, bn cn phi thc hin cc hnh ng thch
hp. Ti Infosys, xem xt li (review) v kim th n v (unit testing), c tho lun
trong cc Chng 10 v 11, l hai hot ng chnh s dng phng php ny.

Cc bo co tnh trng (status reports) thng c chun b hng tun gip bn ghi
nhn li nhng g xy ra v nhng g cn phi c thc hin. Ti cc ct mc ca d
n, bn tin hnh kim tra mt cch nh lng bng cch so snh cc d liu thc t v
n lc (chi ph), tin (thi gian biu), v li vi cc d liu c lng c lm cho
chng. Ngoi ra, bn cng cn gim st ri ro, o to, xem xt li, khiu ni ca khch
hng, v.v. Vic phn tch ti cc ct mc ng vai tr quan trng trong vic kim sot d
n. m bo rng vic phn tch ti cc ct mc c thc hin thng xuyn ( cho
php c nhng can thip kp thi), nu cc ct mc c cn bi khch hng qu xa
nhau, bn hy lp k hoch b sung thm cc ct mc ni b (internal milestones)
m vic phn tch ti cc ct mc c lm nh k mi 3-5 tun.

Ti cc ct mc (milestones), bn phn tch n lc, tin (thi gian biu), v li thc t

v so snh chng vi cc gi tr c lng. Nu c s chnh lch ln, mt s hnh ng
khc phc phi c thc hin. phn bit c s khc nhau gia trng hp bnh
thng v trng hp c vn , bn cn phi xc nh gii hn chnh lch chp nhn
c; thit lp nhng gii hn ny, bn hy s dng cc tng ca biu kim
sot (control charts). Ti Infosys, cc gii hn kim sot (control limits) c xc nh
cho s chnh lch (gia thc t v c lng) ca n lc v tin . Nhng gi tr ny
ban u c xc nh bng cch da vo c phn on (judgment) v kinh nghim
(experience), v by gi da vo d liu qu kh v c tnh ton theo cch tng t
nh cc gii hn kim sot khc. Cc gii hn trc y l 35% cho chnh lch n lc v
15% cho chnh lch tin (thi gian biu); vi nhng ci tin trong quy trnh, nhng gii
hn ny c gim xung cn 20% v 10%. Cc biu kim sot hnh 7.3 v 7.4
cho thy cc chnh lch trong tin (thi gian biu) v n lc (chi ph).

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 Hnh 7.3. Biu kim sot v chnh lch tin

Hnh 7.4. Biu kim sot v chnh lch n lc

Nu chnh lch (deviation) ti cc ct mc vt qu nhng gii hn ny, n hm rng

d n c th ang ri vo rc ri v c th khng p ng c cc mc tiu ca n;
di p lc thi gian, nhm d n (project team) c th bt u dng cc ng tt (cc
bin php nhanh chng trc tip hn) khng c mong mun. Tnh trng ny cn
nhng ngi qun l d n phi hiu c l do ca sai lch v p dng cc hnh ng
khc phc v phng nga nu cn thit.

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Cc gii hn ny da trn d liu v kinh nghim qu kh. Bn phi thit lp cc gii
hn ring cho d n ca bn - c th l cao hn so vi cc gii hn ca cng ty - trong
sut qu trnh lp k hoch.

7.4 O LNG V K HOCH THEO DI D N ACIC

Trong d n ACIC cc s o chun v kch thc, n lc, li, v tin c o. K

hoch l s dng mt chng trnh m kch thc theo s dng m lnh (lines of
code), v H Thng Bo Co Hot ng Hng Tun (WAR - weekly activity report system)
thu thp d liu v n lc (effort), mt h thng c gi l BugsBunny kim sot
li (defects), v Microsoft Project (MSP) o lch (schedule).

Ngi qun l d n ln k hoch s dng MSP v t chc cc cuc hp thng

xuyn theo di tnh trng ca cc hot ng khc nhau. Cc vn pht sinh c
chia ra lm cc loi: ti ch (onsite), khch hng (customer), qun l kinh doanh (business
manager), v cc dch v h tr (support services) v c theo di mt cch ring l.
kin phn hi ca khch hng (customer feedback) - khiu ni cng nh khen ngi cng
c ghi nhn.

Bo co tnh trng (trng thi) c gi hng tun cho ngi qun l kinh doanh cng
nh khch hng. Cc gii hn chnh lch (deviation limits) c thit lp cho nm ct
mc u tin (first five smilestone) l 10% cho n lc v tin v 20% cho li. i vi
cc ct mc cn li, cc gii hn c thit lp l 5% cho n lc v tin v 20% cho li.
Cc bo co ti cc ct mc cng c gi cho ngi qun l kinh doanh v khch
hng.

Kt qu cui cng ca k hoch theo di v o lng c cha trong trong k hoch

qun l d n ACIC, c trnh by trong Chng 8.

7.5 TM TT

Trong sut qu trnh lp k hoch cho d n, bn phi quyt nh lm th no lp k

hoch theo di tin ca d n. Gim st tin l hot ng cn thit m bo
rng d n ang tin trin hng ti cc mc tiu v cho php bn c hnh ng khc
phc khi tnh hnh c xc nh. Gim st d n thng i hi thc hin cc php
o.

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Sau y l mt s bi hc c rt ra t vic o lng v lp k hoch theo di ti
Infosys:

- Lp k hoch o kch thc, tin (thi gian biu), n lc, v li. Nhng s
o ny l y cho hu ht cc d n phn mm.

- Phn loi n lc ra mt vi loi, v thu thp d liu v n lc bng cch s dng

mt h thng t ng vi cc m s hot ng cho mi loi. trnh s khng
chnh xc do qun, hy ghi nhn li d liu v n lc mt cch thng xuyn.

- Ghi nhn li li v theo di chng cho n khi ng. i vi mt li, cng ghi li
loi ca n, giai on pht hin, giai on tim vo, v mc nghim trng h
tr cho cc phn tch nh: hiu qu loi b li, cht lng c giao, v t l tim
li.

- phn tch hiu sut ti cc ct mc, hy thit lp cc gii hn chp nhn c

cho s chnh lch gia gi tr thc t v gi tr c lng c ln k hoch
cho n lc, tin , v li. Trong qu trnh thc hin d n, nu hiu sut vt qu
nhng gii hn ny, bn phi thc hin cc hot ng can thip.

Mc d theo di d n v o lng c yu cu bi KPA Theo Di v Gim St D n

Phn Mm (Software Project Tracking and Oversight KPA) CMM mc 2, bi KPA Qun
L D n Tch Hp (Integrated Project Management KPA) CMM mc 3, v c hai KPAs
CMM mc 4, nhng CMM khng nu r rng v s cn thit phi lp k hoch cho cc
php o ny. Bit rng c mt nguyn tc c bn chung trong CMM l cc hot ng
chnh s c thc hin phi c lp k hoch, do n cng ng v s cn thit
lp k hoch o lng cho nhng KPAs ny.

7.6 CC THAM KHO

1. S.D. Conte, H.E. Dunsmore, and V.Y. Shen. Software Engineering Metrics and Models.
Benjamin/Cummings, 1986.

2. S.H. Kan. Metrics and Models in Software Quality Engineering. Addison-Wesley, 1995.

3. V.R. Basili and D.M. Weiss. A methodology for collecting valid software engineering
data. IEEE Transactions on Software Engineering, 10(6), 1984.

162
4. V.R. Basili, G. Caldiera, and H.D. Rombach. Goal question metric paradigm. In
Encyclopedia of Software Engineering, John J. Marciniak, editor. John Wiley and Sons,
1994.

5. R. Grady and D. Caswell. Software Metrics: Establishing a Company-wide Program.

Prentice Hall, 1987.

6. Carnegie Mellon University/Software Engineering Institute. The Capability Maturity

Model: Guidelines for Improving the Software Process. Addison-Wesley, 1995.

7. N. Brown. Industrial-strength management strategies. IEEE Software, July 1996.

8. W.A. Florac and A.D. Carleton. Measuring the Software Process: Statistical Process
Control for Software Process Improvement. Addison-Wesley, 1999.

9. D.C. Montgomery. Introduction to Statistical Quality Control, third edition. John Wiley
and Sons, 1996.

10. D.J. Wheeler and D.S. Chambers. Understanding Statistical Process Control, second
edition. SPS Press, 1992.

11. W. Humphrey. Managing the Software Process. Addison-Wesley, 1989.

12. C. Jones. Applied Software Measurement: Assuring Productivity and Quality, second
edition. McGraw Hill, 1996.

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 Chng 8. K hoch qun l d n

Ti liu ca k hoch qun l d n l im cao nht ca tt c cc hot ng lp k

hoch c thc hin bi nhng ngi qun l d n. Kt qu u ra ca cc hot ng
lp k hoch khc nhau xut hin trong ti liu ny - n tr thnh ti liu baseline hng
dn thc hin tng th ca d n. N khng nn b nhm ln vi thi gian biu chi tit ca
d n, m ch trnh by cho vic xp lch v phn cng cc hot ng.

Lp ti liu cho cc kt qu u ra ca vic lp k hoch cho php k hoch d n c

xem xt li tm li. Infosys, cc k hoch d n thng c xem xt li bi mt
nhm bao gm nhng ngi qun l d n, cc thnh vin ca nhm quy trnh cng ngh
phn mm (SEPG - software engineering process group), v ngi qun l cp cao.
Trong nhiu trng hp, hot ng xem xt li k hoch d n ra tm ra nhng thiu
st r rng m nu khng c sa cha, n c th gy ra vn rc ri cho d n. Xem
xt li k lng k hoch qun l l mt trong nhng cch tt nht pht hin nhng
vn tim tng iu ny c gi tr rt ln nhng ngi qun l d n, c bit l
nhng ngi cn t kinh nghim.

Ti liu ny cng quan trng cho mc ch giao tip. N cung cp cho ngi qun l cp
cao mt ci nhn tng th v cc mc tiu v cc cam kt ca d n v m t d n s
c qun l nh th no p ng chng. N mang li cho nhm d n mt ci nhn
ton din v d n v vai tr ca tng thnh vin trong nhm.

Mc d chng ti tho lun v hu ht cc hot ng lp k hoch, nhng cho n thi

im ny chng ti vn cha tho lun v nhm v giao tip trong nhm s c trnh
by chng ny. y, chng ti cng tho lun v cu trc ca bn mu (template)
c s dng ti Infosys lp ti liu k hoch v kim tra k hoch qun l d n cho
d n ACIC.

8.1 QUN L NHM (TEAM MANAGEMENT)

Pht trin phn mm l mt n lc ca nhm. Cht lng v nng sut cao c t

c khi cc thnh vin trong nhm ng gp hiu qu v duy tr ng lc, v ton b
nhm phi lm vic mt cch trn tru v hiu qu. Qun l nhm vt ra ngoi phm vi k
thut (engineering) v cc vn pht sinh trong qun l d n i vo lnh vc lin quan

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n cc vn ca con ngi. N l mt kha cnh quan trng ca d n m nu b qua
n, c th gy ra nhng rc ri cho d n v ngi qun l d n.

8.1.1 Cu trc nhm (Team Structure)

Infosys, cu trc nhm phn cp (hierarchical team structure) thng c s dng;

mt nhm c lnh o bi mt ngi qun l d n ngi s bo co cho gim c
kinh doanh hoc cho ngi qun l quan h khch hng (hoc c hai). Ngoi ra, mt
nhm in hnh gm c cc nh pht trin (DVs - developers), ngi kim sot cu hnh
(CC- configuration controller), v ngi qun tr c s d liu (database administrator); tt
c cc thnh vin ny s bo co cho ngi qun l d n. Mt d n ln cng c th c
nhng ngi lnh o m-un (module leaders), mi ngi trong s h bo co cho
ngi qun l d n v c mt s nh pht trin bn di anh ta. Ngoi ra, mt nhm
phng nga li s c thnh lp t cc thnh vin hin c ca nhm; nhm ny chu
trch nhim thc hin cc nhim v lin quan n phng nga li.

Nh tho lun trc y, mt thnh vin ca nhm quy trnh cng ngh phn mm
(SEPG - software engineering process group) c bit n nh l c vn cht lng
phn mm (SQA - software quality adviser) cng c lin quan n tng d n. SQA tng
tc rt nhiu vi ngi qun l d n (v vi ngi kim sot cu hnh) nhng khng bo
co vi ngi qun l d n. Thay vo , SQA c mt knh bo co c lp.

Vic phn cng vai tr (assignment of roles) l mt cng vic phc tp. Mc tiu ca
ngi qun l d n l c c mt nhm cn bng v t lc tip tc pht trin s
nghip v k nng ca mi thnh vin trong nhm. Do , trong vic xc nh cu trc
nhm, ngi qun l d n phi xem xt nhu cu pht trin c nhn ca tng thnh vin
trong nhm cng nh nhu cu ca d n. Sau y l mt s yu t m mt ngi qun l
d n cn quan tm:

- K nng, kin thc nn, v kinh nghim ca cc thnh vin trong nhm

- Nguyn vng c nhn v con ng s nghip ca cc thnh vin

- Cc nhu cu pht trin con ngi

Cu trc nhm ban u c ghi chp vo trong k hoch qun l d n (PMP - project
management plan) cng vi vai tr v trch nhim ca mi thnh vin trong nhm. Mt

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thnh vin trong nhm c th c nhiu trch nhim. Trong sut qu trnh ca d n, c
bit l i vi mt d n di hn, cu trc nhm c th b thay i da trn hiu sut ca
cc thnh vin khi m nhim cc vai tr khc nhau, nguyn vng c nhn, ng lc, v.v.

8.1.2 Giao tip (Communication)

Mt nhm s lm vic cng nhau trong vi thng cng hng ti mt mc tiu chung
v phi c giao tip bn trong nhm tt. Cc giao tip trong nhm c th c phn chia
thnh hai loi: giao tip lin quan n d n v giao tip gim cng thng (stress). Cc
k hoch ca ngi qun l d n l hng n c hai loi ny.

Mt cch gip cho cc thnh vin trong nhm lun bit c v tin v cc vn
pht sinh trong d n l cho php h truy cp c vo cc bo co tnh trng ca d n,
kin ca khch hng, v kin ca ngi qun l kinh doanh. Ngoi nhng bo co
hnh thc (formal reports), ty thuc vo kch thc nhm v thi gian hon thnh d n,
nhng ngi qun l d n ti Infosys s dng mt trong cc phng php sau y
tng cng giao tip nhm:

- Bng trnh by ngn gn tin tc cho d n: thng bo, ch , bo co tnh trng,

v.v.

- Danh sch nhng a ch nhn thng tin thng xuyn ca d n

- Web site ca d n cng b cc ti liu, cc trang ch ca mi thnh vin trong

nhm, cc bi vit v k thut v cc ghi ch c lin quan, v ti liu hun luyn
dnh cho t hc.

- Cc cuc hp nhanh gii quyt vn pht sinh

- Cc thc hnh tt nht v cc trnh by ca cc thnh vin trong nhm v cng

vic ca h

Hn na, bi v thi hn hon thnh cc cng vic (deadlines) thng ngn v tt c

mi ngi b p lc v thi gian, cng thng c xu hng gia tng. Giao tip gim
cng thng (stress) th cc k quan trng m bo mi ngi c ng lc tip tc.
Nhiu ngi qun l d n lp k hoch cho cc s kin to ra giao tip "vui v" (fun).
Di y l v d v cc phng php c s dng:

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 - Tic d n (c h tr ngn sch t cng ty cho tt c cc nhm)

- Tic sinh nht

- Nhng s kin nh vui v cc tr chi c thng

8.1.3 Pht trin nhm (Team Development)

Nhm d n thng bao gm nhiu ngi tr. Trch nhim ca nhm v ngi qun l
d n tng cng pht trin c nhn ca cc thnh vin trong nhm. Vic gip pht
trin cc thnh vin ca nhm cng c li cho d n v cng ty. Khi cc k nng v kh
nng ca cc thnh vin trong nhm c ci thin, h lm vic c nng sut cao hn
trong d n v c th m nhn nhiu trch nhim hn. V, tt nhin, h s c trang b
tt hn x l cc nhim v ca h trong cc d n tng lai. Hng ti mc tiu ny,
nhng ngi qun l d n s dng cc phng php nh sau:

- Lun chuyn cng vic (xoay vng cng vic)

- T vn cho cc thnh vin mi bi cc thnh vin nhiu kinh nghim hn

- Nhn xt, nh gi v phn hi

- Thng xuyn cng nhn cc ng gp mc d n

- Hun luyn, o to, v lun gip nhng ngi gp kh khn

8.2 GIAO TIP VI KHCH HNG V GII QUYT VN PHT

SINH (CUSTOMER COMMUNICATION AND ISSUE RESOLUTION)

Giao tip nhm (team communication) hng ti vic lun gi cho nhm c thng bo
thng tin v c ng lc. Nhng i vi khch hng (customer) th sao, ai l nh ti tr
(sponsor) v cc i tng lin quan n vic thc hin d n (stakeholder)? Nhiu vn
c nguyn nhn l do s hiu lm gia khch hng v cc nh pht trin. Giao tip
thng xuyn gia nhm pht trin v khch hng c th gip trnh nhng vn ny.

Cc bo co tnh trng (trng thi/status reports) (c tho lun trong Chng 11), l
mt trong nhng phng tin giao tip, c mc ch l cung cp cho khch hng hiu
r rng v tnh trng ca d n ang tip din. Tuy nhin, nhng bo co ny l cha .

167
Nhng ngi qun l d n cn lp k hoch cho cc phng tin giao tip khc, bao
gm thc hin tho lun t xa (teleconferencing) hoc tho lun qua video
(videoconferencing) hng tun v thng xuyn lin lc qua e-mail. Trong mt cuc hp
o hng tun, ngi lnh o d n xem qua bn bo co tnh trng vi khch hng v
gii thch cc rng buc ca d n. Mt im then cht ca cuc tho lun l gii quyt
cc vn cha gii quyt. Ngc li, khch hng tm cch lm r rng v gii thch quan
im ca mnh trong cc cuc hp ny. Nhn chung, thng qua giao tip thng xuyn
(vt ra ngoi khun kh so vic ch gi bo co), c khch hng v nhm pht trin s
gi lin lc ng b. iu ny phng nga cc vn tim n bt ngun t s hiu lm.

Mc d vic s dng cc knh thng tin lin lc thng xuyn, nhng vn c cc vn

pht sinh m i din hai pha khng th gii quyt. Cc vn nh vy c th c kh
nng lm tr hon d n v phi b leo thang (escalated). to iu kin thun li cho
vic gii quyt cc vn nh vy, mt k hoch d n cn xc nh c th cc knh leo
thang (escalation channels) c hai pha: khch hng v Infosys. K hoch cng nu r
cc chnh sch c lin quan khi cc knh ny s c trin khai. Ngoi ra, cn cung cp
thm mt c ch gii quyt cc vn pht sinh, c t cho knh leo thang ny v cc
chnh sch to ra p lc ln hai pha nhanh chng gii quyt cc pht sinh v khi cn
thit c th thc hin chng nhiu hn na.

8.3 CU TRC CA K HOCH QUN L D N (THE

STRUCTURE OF THE PROJECT MANAGEMENT PLAN)

K hoch qun l d n mu (template) c cung cp ti Infosys c bn phn chnh.

Phn tm tt d n (project summary section) cung cp mt ci nhn tng quan mc
cao v d n. N bao gm cc thng tin v ngy bt u v kt thc, lnh o d n, a
ch lin h ca khch hng, mc tiu ca d n, cc cam kt chnh c thc hin cho
khch hng ti cc ct mc (milestones), cc sn phm s c giao, v cc gi nh
c lm. Cc gi nh thc hin c lit k r rng bi v chng thng xuyn c
dng nh l mt ngun ri ro (source of risks). Thng tin chi tit v thanh ton cng c th
c m t (nh vy m ngi qun l kinh doanh c th theo di chng). Cc mc tiu
ca d n - t quan im ca khch hng n quan im ca Infosys - c cp n
m n lm cho tt c mi ngi thy r l ti sao d n s c thc hin.

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Phn lp k hoch d n (project planning section) lit k cc kt qu u ra (outputs) ca
vic thc hin theo cc th tc (procedure) trong k hoch d n. N bao gm quy trnh
pht trin ang c s dng, cc ghi ch v iu chnh, quy trnh qun l thay i yu
cu, cc k hoch theo di du vt ngun gc yu cu (requirement traceability plans),
c lng n lc v thi gian hon thnh, v yu cu nhn s theo k nng, vai tr, v
kinh nghim. N cng quy nh mi trng pht trin, cc cng c lm vic, v bt k k
hoch o to c th cho d n. K hoch cht lng v k hoch qun l ri ro cng
c a ra trong phn ny.

Phn theo di d n (project tracking section) xc nh cc php o c thc hin v

cc h thng c s dng thu thp d liu, theo di cc hot ng khc nhau ca d
n c thc hin, tn sut v bn cht ca bo co tin , v cc th tc leo thang
(escalation procedures).

Phn nhm d n (project team section) xc nh nhm d n v cu trc ca n, cng

nh vai tr v trch nhim ca tng ngi tham gia.

8.4 K HOCH CA D N ACIC (THE ACIC PROJECT PLAN)

Phn ny trnh by k hoch d n cho case study ca chng ti, d n ACIC. Phn u
tin ca k hoch qun l d n (PMP) cung cp nhng ngi tham gia chnh, cc ct
mc, v tng quan v d n. (Chng 4 gii thch lm th no thi gian biu v cc ct
mc c xc nh.)

Phn 2 cha thng tin chi tit v k hoch. u tin, n s lit k u ra ca k hoch quy
trnh (process planning). K hoch ny ni rng "quy trnh pht trin" (development
process) s c s dng v cung cp iu chnh va c thc hin cho d n. Trong
d n ny, Rational Rose Unified Process (RUP) s c s dng bi v n l mt cam
kt vi khch hng. Trong RUP, cc giai on chnh l giai on bt u (inception phase),
giai on pht tho t m (elaboration phase), giai on xy dng (construction phase), v
giai on chuyn giao (transition phase). Giai on pht tho t m v xy dng thng
c thc hin trong cc vng lp. Trong giai on pht tho t m (elaboration phase),
phn tch (analysis) v thit k (design) l hai hot ng chnh, trong khi trong giai
on xy dng (construction phase), ci t m (coding) v kim th n v (unit testing)
l cc hot ng chnh. D n s thc hin hai vng lp pht tho t m v ba vng lp
xy dng. thch ng vi phng php ny i hi rng quy trnh pht trin chun

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(standard development process) ca Infosys c iu chnh li (tailored). Cc ghi ch v
vic iu chnh ghi r cc iu chnh c lm ln quy trnh chun.

qun l thay i yu cu (requirements change management), k hoch xc nh c

th ni cc yu cu thay i s c ghi nhn v qu trnh x l chng. N cng xc nh
rng nu bt k yu cu thay i no cn hn 2% tng s n lc (chi ph), n s c
c lng li. theo di du vt ngun gc yu cu (requirements traceability), mt
cng c s c s dng.

Phn nh (subsection) v c lng n lc (effort estimation) cho bit cc n lc c

lng v c s ca c lng ny. (Chng 4 tho lun v c lng cho d n ACIC.)
Cng vi c lng n lc, n xc nh thi gian biu (thi hn hon thnh) ca d n
(ci ny ging vi nhng ct mc cam kt vi khch hng) v s nhn s cn thit
p ng cc cam kt v tin . Yu cu v k nng ca nhn s cng c xc nh. K
hoch o to cho nhm cng c cung cp, cng vi cc tiu chun b qua (khng cn
phi tham d kha o to).

Phn nh v k hoch cho cht lng (quality plan) cho bit cc mc tiu cht lng v
cc mc tiu trung gian cho li. (Chng 5 tho lun v k hoch ny.) Bi v d n
t ra cc mc tiu cao hn so vi tiu ca chun cng ty, chin lc p ng nhng
mc tiu ny cng c a ra, cng vi nhng xem xt li (reviews) theo nhng mc
tiu.

Phn lp k hoch cng xc nh cc phn cng v phn mm cn thit v k hoch

qun l ri ro (c tho lun trong Chng 6).

Phn theo di d n (phn 3) cp rng Microsoft Project (MSP) s c s dng

lp lch cho cng vic, phn cng, v gim st tnh trng. BugsBunny, mt cng c do
cng ty t pht trin, s c s dng theo di cc vn ni b ca d n. Ngi
qun l d n chu trch nhim r sot, bo m gii quyt nhng vn ny, ngoi tr
cc vn pht sinh lin quan n ngi qun l kinh doanh. BugsBunny cng s c
s dng theo di cc khiu ni v phn hi ca khch hng. Bo co tnh trng (trng
thi) s c gi nh k mi hai tun, v khch hng s nhn c mt bo co ti mi
ct mc (milestone). Phn tch chi tit c ln k hoch ti cc ct mc. Cc knh leo
thang (escalation channels) c hai pha (pht trin ti ch v nc ngoi) c thnh
lp.

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Phn 4 xc nh cu trc nhm. Nhm c ng u bi ngi lnh o d n (PL
project leader) (c cp nhng ni khc trong cun sch ny nh ngi qun l d
n), l ngi qun l nhm ngn chn li (DP defect prevention), ngi lnh o m-
un (module leader), v ngi kim sot cu hnh (CC - configuration controller). Nhm
DP chu trch nhim cho vic phn tch li v xut cc gii php ngn chn chng.
(Chng 5 tho lun v vic lp k hoch DP, v Chng 11 gii thch qu trnh thc
hin cc hot ng DP. Vai tr ca CC c tho lun chi tit trong Chng 9.) Cu trc
nhm xc nh rng mt c vn cht lng phn mm s kt hp vi nhm nhng khng
bo co cho PL. K hoch ny cng quy nh r vai tr v trch nhim ca mi ngi
trong nhm.

K hoch qun l d n ACIC (Project Management Plan for the ACIC

Project)

1. TM TT D N (PROJECT SUMMARY)

1.1 Tng quan v d n (Project Overview)

ACIC l mt cng ty u t. ng dng ny c 2 thnh phn: 1) ng dng M Ti Khon

Mi Gii (Brokerage Account Opening) trn trang web ca ACIC cho php bt k ngi
s dng Internet no cng c th m mt ti khon mi gii ACIC; 2) ng dng m ti
khon v bo tr, y l phn chnh gip ACIC m ti khon cho cc n xin (applications)
m cng ty nhn c nh dng giy. y l mt ng dng Intranet (ni b). ng
dng s cung cp cc tnh nng nh xem lch s ti khon (account history) v s d ca
ti khon (account balance), tnh trng (status), v thng tin v cc hot ng (activity
information). iu ny s cho php ACIC pht trin bng cch m rng dn dn ng dng
phc v khch hng/ti khon b sung cho ng c m ti khon (account opening
engine). y l d n m rng ng dng hin c; ng dng ny trc y cng do
Infosys pht trin.

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M d n (Project Code) Tn d n (Project Name) Khch hng (Customer)

xxxxxxxxx D n ACIC Cng ty ACIC

Ngi lnh o Ngi kim sot cu hnh Ngi qun l kinh

d n (PL-Project (CC - Configuration doanh (BM-Business PL d CC d
Leader) Controller) Manager) phng phng

BB SB HR BJ HP

Loi d n (Project Type) Nn (Platform) S giai on (Number of Phases)

Pht trin (Development) Java, Win NT, DB2 4

Ngy bt u d n (bao gm pht trin ti ch Ngy kt thc Tng li tc/tin li

v pht trin nc ngoi) (Project Start Date d n (Project c c lng (Total
(including onsite, offshore) End Date) Estimated Revenue)

Ti ch (Onsite) nc ngoi (Offshore)

April 3, 2000 May 15, 2000 Nov. 3, 2000 US $ xxx,xxx

D n v a ch lin h ca khch hng (Project and Customer Contact Personnel)

Tn v chc v S in thoi S Fax E-mail ID

(Name and Designation) (Phone Number) (Fax Number)

Phm vi d n (Project Scope)

cung cp mt phng tin hiu qu cho cc hot ng bo tr ti khon

cho php ngi dng truy cp thng tin
cung cp mt bc tranh hon chnh cho khch hng v tnh trng ti khon, nh gi,
tnh trng ca cc n t hng, v cc hot ng thng mi
nng cao tr thng minh ca quy trnh cp nht
cung cp mt giao din c th hin th lch s ca ti khon theo yu cu
cung cp kh nng ng v kch hot li ti khon

172
Gi tr ca d n i vi khch hng (Project's Value-add to the Customer)

D n ny s cho php ACIC pht trin hiu qu ng dng phc v ti khon khch hng
(client account servicing application) b sung cho ng c m ti khon (account
opening engine).

Cc mc tiu ca Infosys (Infosys Objectives)

Tng cng hn na mi quan h vi ACIC bng cch giao phn mm cht lng cao
ng hn.
Tr thnh nh cung cp a thch ca ACIC bng cch pht trin thnh tho v chuyn mn
cho cc sn phm v h thng ca h.

1.2 Cc cam kt c lm vi khch hng (Commitments Made to the

Customer)

Ngy ca ct mc Cc ct mc
STT (Milestone Date) (Milestones) Sn phm c giao (Deliverables)

1 26 May 2000 Giai on bt u: Yu Phn tch nghip v, c t yu cu, danh

cu c k sch cc trng hp s dng, mn hnh,
k hoch cho vng lp k tip
(Inception: Requirements (Business analysis and requirements
sign-off) specifications, use case catalog, screens,
iteration plan)

2 15 May23 June Giai on pht tho t Biu tun t, biu lp, m ngun, k
2000 m: Vng lp 1 hoch cho vng lp k tip
(Sequence diagrams, class diagram, source
(Elaboration: Iteration 1) code, plan for the next cycle)

3 26 June7 July 2000 Giai on pht tho t Cc c t b sung, biu tun t, biu
m: Vng lp 2 lp, ti liu kin trc, m ngun, k
hoch cho vng lp k tip
(Elaboration: Iteration 2) (Supplementary specifications, sequence
diagrams, class diagram, architecture
document, source code, iteration plan for
the next cycle)

173
4 10 July21 July 2000 Giai on xy dng: M ngun, cc bo co xem xt li, cc
Vng lp 1 bo co kim th, lp k hoch cho vng
lp k tip
(Construction: Iteration 1) (Source code, review reports, test reports,
iteration plan for the next cycle)

5 20 July 28 July Giai on xy dng: M ngun, cc bo co xem xt li, cc

2000 Vng lp 2 bo co kim th, lp k hoch cho vng
lp k tip
(Construction: Iteration 2) (Source code, review reports, test reports,
iteration plan for the next cycle)

6 31 July8 Aug 2000 Giai on xy dng: M ngun, cc bo co xem xt li, cc

Vng lp 3 bo co kim th, lp k hoch cho vng
lp k tip
(Construction: Iteration 3) (Source code, review reports, test reports,
iteration plan for the next cycle)

7 9 Aug1 Sep 2000 Giai on kim th tch Cc k hoch kim th, cc bo co kim
hp th

(Integration testing (Test plans, test reports)

phase)

8 4 Sep15 Sep 2000 Giao m v ci t ln M

my khch hng (ti (Code)
cng ty)

(Onsite code delivery

and setup)

9 18 Sep22 Sep 2000 Kim th chp nhn v Cc bo co kim th

di chuyn sn xut (Test reports)

(Acceptance test and

production migration)

10 18 Sep29 Sep 2000 Ha gii v kim th M

chp nhn ti pha (Code)
khch hng

174
 (Onsite reconciliation and
regression test)

11 2 Oct26 Oct 2000 Kim th chp nhn Cc kt qu kim th

(Test results)
(Acceptance test)

12 27 Oct3 Nov 2000 Trin khai sn phm v K nhn kt thc d n

h tr (Project sign-off)

(Rollout and support)

Cc cam kt khc (Other Commitments)

STT Cc cam kt (Commitments)

1 D n ny s thc hin theo Phng php Rational Unified (RUP).

1.3 Cc gi nh (Assumptions)

Cc gi nh c lm trong khi hoch nh (Assumptions Made while Planning)

Vic chuyn sang Visual Age cho Java 3.0 s khng c thc hin bi nhm ny.
Cp nht thng minh cho cc i tc kinh doanh (business partners) s ch kt hp vo
trong phn bo tr ng dng ch khng vo trong ng c (engine) "m ti khon"
(Account opening).
Nhng ngi c nng lc s ph duyt phng php Rational Unified Process (RUP)
thc hin d n ny.
Cc thay i trong cc yu cu chc nng v k thut trong vng i ca d n c th c
nh hng n thi gian biu ca d n/lch (schedule). Bt k tc ng no n chi ph
v thi gian biu do nhng thay i ny gy ra s c bo cho ACIC bit.
Nhng ngi xem xt li (reviewer) ca ACIC s c 7 ngy ph duyt ti liu ca mt
ct mc (milestone document). Nu khng nhn c kin no trong khong thi gian
ny, n s c coi l c ph duyt.

175
2. LP K HOCH D N (PROJECT PLANNING)

2.1 Cc quy trnh ca d n (Project Processes)

Quy trnh chun c theo (Standard Process Followed)

Quy trnh pht trin chun ca Infosys s c theo. Tuy nhin, n s c m rng vi
phng php Rational Unified Process (RUP), v l mt cam kt vi khch hng. Quy trnh
pht trin s c iu chnh ph hp vi RUP.

Cc ghi ch iu chnh (Tailoring Notes)

L do lch
S lch so vi quy trnh chun (Deviations Thm/Sa/Xa (Reasons for
from Standard Process) (Added/Modified/Deleted) Deviations)

Ch c nhng trng hp s dng (use case) Sa Pht trin theo vng

s c thc hin trong vng lp k tip lp c thc hin
c thit k chi tit thi im hin hnh. (Modified)
(Iteration-based
(Only those use cases that are going to be development is being
taken up in a particular iteration will be done.)
elaborated at that point in time.)

Pht trin m hnh i tng lgic s c Sa ph hp vi

thc hin tng dn (tng bc) trong cc phng php RUP
vng lp u tin. (Modified)
(Conformance to
(Development of logical object model will be RUP methodology.)
done incrementally in the first few iterations.)

Pht trin m hnh i tng vt l s c Sa ph hp vi

thc hin tng dn (tng bc) trong cc phng php RUP
vng lp li u tin. (Modified)

(Development of physical object model will be

done incrementally in the first few iterations.)

Thit k ca c s d liu vt l c th c Sa ph hp vi
tinh chnh li trong cc vng lp sau . phng php RUP

176
 (Modified)
(Physical database design may be refined in
later iterations.)

Xy dng k hoch kim th n v s c Sa Phng php vng

thc hin trong mi vng lp. lp s c s dng
(Modified) (Iterative approach is
(Development of unit test plan will be done in being used.)
each iteration.)

Ghi nhn li li trong tng vng lp. Sa Phng php vng

lp s c s dng
(Logging of defects will be iteration-wise.) (Modified)

Theo di du vt ngun gc yu cu s c Sa ph hp vi
thc hin bng cng c Requisite Pro phng php RUP
(Modified)
(Requirement traceability will be done through
the Requisite Pro tool.)

Khng c ti liu trc quan v trng hp Sa Lch vi RUP

nghip v bi v chng ti bt u d n t
ti liu Phm Vi (ci ny c s dng cho (Modified) (Deviation from
cng mt mc ch). RUP.)

(No vision document and business case as we

started with the Scope document, which
serves the same purpose.)

Quy trnh qun l thay i yu cu (Requirements Change Management

Process)

Theo di cc yu cu thay i (Change Requests Tracking)

Cc thay i theo yu cu ca khch hng s c ghi nhn vo trong tp tin

ChangeRequest.xls v tc ng ca thay i ny ln d n s c phn tch. Mt biu
mu (form) v yu cu thay i s c gi cho khch hng ph duyt. Cc yu cu
thay i sau khi c ph duyt s c gn vo hp ng d n nh mt ph lc.

177
 Cc thay i ln thng tc ng n n lc/thi gian giao sn phm. Khch hng cn
ph duyt nhng iu ny.
Bi v y l mt d n c thi gian thc hin ngn, nu c mt hoc nhiu yu cu thay
i phi xi hn 2% ca n lc c lng tng th ca d n, cn phi c lng li tin
v n lc cho c d n.

Theo di du vt ngun gc yu cu (Requirements Traceability)

Cng c Requisite Pro s c s dng.

2.2 Kch thc v n lc c lng

Tiu chun c lng (Estimation Criteria)

Chng trnh/Chc nng (Trng hp s dng) Tiu chun (Criteria)

(Program/Function (Use Case))

Trng hp s dng n gin (Simple use case) <=3 giao dch

Trng hp s dng trung bnh (Medium use case) 4 - 7 giao dch

Trng hp s dng phc tp (Complex use case) > 7 giao dch

S STT ca trng Loi phc

hp s dng M t tp

1 Mn hnh iu khin (Navigate Screen) Phc tp

2 Cp nht thng tin c nhn chi tit (Update Personal Details) Trung bnh

3 Thm a ch (Add Address) Trung bnh

4 Cp nht a ch (Update Address) Phc tp

5 Xa a ch (Delete Address) Phc tp

6 Thm s in thoi (Add Telephone Number) Trung bnh

7 Cp nht s in thoi (Update Telephone Number) Phc tp

8 Xa s in thoi (Delete Telephone Number) Phc tp

9 Thm email (Add E-mail) Trung bnh

10 Cp nht email (Update E-mail) Trung bnh

178
11 Xa email (Delete E-mail) Trung bnh

12 Cp nht thng tin chi tit v vic lm ca i tc Trung bnh

(Update Employment Details of a Party)

13 Cp nht thng tin ti chnh ca i tc Trung bnh

(Update Financial Details of a Party)

14 Cp nht thng tin chi tit ca ti khon Trung bnh

(Update Details of an Account)

15 Cc hot ng bo tr ca mt ti khon Phc tp

(Maintain Activities of an Account)

16 Bo tr s ghi nh ca mt ti khon n gin

(Maintain Memos of an Account)

17 Xem lch s chi tit ca i tc (View History of Party Phc tp

Details)

18 Xem lch s chi tit ca ti khon Phc tp

(View History of Account Details)

19 Xem lch s mc ty chn v cc ty chn dch v n gin

(View History of Option Level and Service Options)

20 Xem lch s ca cc hot ng v s ghi nh n gin

(View History of Activities and Memos)

21 Xem lich s ca cc vai tr (View History of Roles) Phc tp

22 Xem cc chi tit v ti khon (View Account Details) n gin

23 Xem cc c phn ca mt ti khon Phc tp

(View Holdings of an Account)

24 Xem cc n t hng cha c x l ca mt ti khon Phc tp

(View Pending Orders of an Account)

25 ng/Kch hot mt ti khon (Close/Reactivate Account) n gin

26 Lm cp nht thng minh cho cc i tc kinh doanh ca Phc tp

ACIC
(Make Intelligent Update to Business Partners of ACIC)

179
N lc xy dng c c lng (Estimated Build Effort)

Chng trnh/Chc nng N lc (Da trn d liu S n v Tng n lc xy

(Program/Function) t d n trc y) dng (ngi-ngy)

Trng hp s dng n gin 1 Ngi-ngy 5 5

Trng hp s dng trung bnh 5 Ngi-ngy 9 45

Trng hp s dng phc tp 8 Ngi-ngy 12 96

Tng 146

c lng n lc theo giai on (Phase-wise Effort Estimate)

Hot ng/giai on (Activity/Phase) Ngi-ngy (Person-days) % ca n lc tng

(% of total effort)

Yu cu (Requirements) 50 10

Thit k (Design) 60 12

Xy dng (Build) 146 29

Kim th tch hp (Integration testing) 35 7

Kim th hi quy (Regression testing) 10 2

Kim th chp nhn (Acceptance testing) 30 6

Qun l d n (Project management) 75 15

Qun l cu hnh (Configuration management) 16 3

Hun luyn (Training) 50 10

Khc (Others) 40 6

N lc c lng (Estimated effort) 501 100%

c lng n lc theo cc vng lp Ngi-ngy % ca n lc tng cng

(Effort Estimate by Iterations) (Person-days) (% of total effort)

Khi xng d n (Project initiation) 25 5

Giai on bt u (Inception phase) 24 5

Giai on pht tho t m: Vng lp 1 45 9

(Elaboration phase: Iteration 1)

180
Giai on pht tho t m: Vng lp 2 34 7
(Elaboration phase: Iteration 2)

Giai on xy dng: Vng lp 1 27 5

(Construction phase: Iteration 1)

Giai on xy dng: Vng lp 2 24 5

(Construction phase: Iteration 2)

Giai on xy dng: Vng lp 3 21 4

(Construction phase: Iteration 3)

Giai on chuyn giao (Transition phase) 110 22

Kt thc d n (Project closure) 10 2

Qun l d n (Project management) 75 15

Qun l (Configuration management) 16 3

o to (Training) 50 10

Khc (Others) 40 8

Tng n lc c lng 501 ngi-ngy 100%

(Total estimated effort) (person-days)

2.3 Thi gian biu (Schedule)

c xc nh nh cc ct mc (milestones) trong phn Cc cam kt c lm vi khch

hng (Commitments Made to the Customer).

2.4 Con ngi (People)

Ngi theo vai tr (People by Role)

Vai tr (Role) S lng cn (Required Number) Ngy (Date)

Ngi lnh o d n (PL) 1 4 May 2000

iu phi vin ti ch (Onsite coordinator) 1 ( 50% thi gian) 4 May 2000

Ngi lnh o m-un (Module leader) 1 15 May 2000

Nh pht trin (Developers) 3 15 May 2000

Nh pht trin (Developers) 1 17 July 2000

181
Nh pht trin (Developers) 1 1 August 2000

Nh pht trin (Developers) 1 14 August 2000

Tng 9 (thc s 8.5)

Ngi theo k nng v kinh nghim (People by Skill and Experience)

0-12 thng kinh nghim

Lnh vc Tng s >12 thng kinh nghim
(012 months' experience)
Java 7 7 0

DB2 2 0 2

Total 9 7 2

K hoch cn ngi (People Requirement Plan)

Thng nc ngoi (Offshore) Ti ch (Onsite) Tng

May 2000 4 1 (50%) 5

June 2000 5 1 6

July 2000 5 1 6

Aug 2000 8 1 9

Sep 2000 7 2 9

Oct 2000 3 2 5

2.5 Mi trng pht trin (Development Environment)

Phn cng (Hardware) Phn mm (Software)

NT Server Win NT

MainFrame DB2

Intel PC VisualAge for Java, Java, Win NT

182
2.6 Yu cu ti nguyn phn cng v phn mm (Hardware and Software
Resources Required)

M t S lng cn Ngy

PCs with 128 RAM 6 1 May 2000

1GB space on server 1 1 May 2000

VisualAge for Java 6 4 May 2000

DB2 6 4 May 2000

Rational Rose 5 15 May 2000

Requisite Pro 1 15 May 2000

2.7 Cc cng c

Danh sch cng c (Tools List)

Cc cng c c pht trin trong d n Khng

Cc cng c do cng ty pht trin c dng trong d n BugsBunny, WAR

2.8 K hoch o to (Training Plan)

Lnh vc o to (Training Area) Thi gian Tiu chun b qua (Waiver Criteria)
(Duration)

K thut (Technical)

Ngn ng Java 7 ngy Nu c o to ri (If already trained)

VisualAge cho Java 3 ngy c o to ri nh l mt phn ca o

to ban u (Exposed as part of initial training)

Java Applets 4 gi Nu c o to ri

Java Swing 4 gi Nu c o to ri

Persistence Builder 4 gi Nu c o to ri

Rational Rose v Requisite Pro 8 gi Bt buc (Mandatory)

OOAD 1 ngy Nu c o to ri

183
Lnh vc nghip v (Business Domain)

nh gi h thng 7 ngy Nu c o to ri
(System appreciation)

Lin quan n quy trnh (Process-Related)

H thng cht lng 3 gi Nu c o to ri

(Quality system)

Qun l cu hnh 2 gi Nu c o to ri cho ngi kim sot

(Configuration management)
Xem xt li bi nhm
(Group review)
cu hnh (CC). i vi nhng ngi khc, o
to cc vn lin quan n cng vic ca h.
(If already trained for CC. For others, on-the-
job training)
4 gi Nu c o to ri

Phng nga li 4.5 gi Bt buc

(Defect prevention)

Cng c kim sot quy trnh dng 4.5 gi Nu c o to ri

thng k (SPC tool)

Phng php RUP 2 gi Bt buc

(RUP methodology)

2.9 K hoch cht lng (Quality Plan)

Cc mc tiu cht lng (Quality Goals)

Cc mc tiu cht lng ca d n (Project Quality Goals)

Tiu chun ca cng

Cc mc tiu Gi tr C s thit lp cc mc tiu ty (Organization-wide
(Goals) (Value) (Basis for Setting Goals) Norms)

Tng s li c tim 145 0.033 li/ngi-gi. 0.052 li/ngi-gi

vo Gi tr ny ln hn 10% so vi d n
Synergy (d n Synergy ch l 0.036
(Total number of li/ngi-gi) (0.052 defects/person-
defects injected) hour)
(0.033 defects/person-hour.This is

184
 10% better than Synergy, which was
0.036 defects/person-hour)

Cht lng (s li 5 3% hoc t hn 3% ca tng s li 6% ca tng s li

chp nhn c) c c lng c c lng

(Quality (acceptance (3% or less of total estimated number (6% of estimated

defects)) of defects) number of defects)

Nng sut tnh theo 57 Tng thm 3.4% so vi nng sut ca 50

s im chc d n Synergy
nng/ngi-thng
(3.4% productivity improvement over
(Productivity in Synergy)
FP/person-month)

Thi gian hon thnh Giao ng 10%

hn

(Schedule) (Delivery
on time)

Chi ph ca cht 32% 31.5% 32%

lng
(Cost of quality)

c lng s li s b xa (Estimates of Defects to Be Detected)

S li c lng s % li s c C s c dng
Giai on xem xt
c pht hin pht hin c lng
li/Kim th
(Estimated Number of (% of Defects to (Basis for
(Review/Testing Stage)
Defects to Be Detected) Be Detected) Estimation)

Xem xt li yu cu v thit 29 20% Tng t nh cc

k c lng c
lm cho d n
(Requirements and design Synergy v c s d
review) liu v kh nng ca
quy trnh.
(Similar project

185
 Synergy and PCB)

Xem xt li m 29 20% Tng t nh cc

c lng c
(Code review) lm cho d n
Synergy v c s d
liu v kh nng ca
quy trnh.

Kim th n v 57 40% Tng t nh cc

c lng c
(Unit testing) lm cho d n
Synergy v c s d
liu v kh nng ca
quy trnh.

Tch hp v kim th hi 25 17% Tng t nh cc

quy c lng c
lm cho d n
(Integration and regression Synergy v c s d
testing) liu v kh nng ca
quy trnh.

Kim th chp nhn 5 3% Tng t nh cc

c lng c
(Acceptance testing) lm cho d n
Synergy v c s d
liu v kh nng ca
quy trnh.

Tng s li c lng s 143 100%

c pht hin
(Total estimated number
of defects to be detected)

186
Chin lc t c cc mc tiu cht lng (Strategy for Meeting
Quality Goals)

Li ch c mong i (Expected
Chin lc (Strategy)
Benefits)

Phng nga li bng cch s dng cc hng dn phng Gim 10% - 20% t l tim li v tng
nga li (defect prevention guidelines) v quy trnh; s khong 2% nng sut.
dng cc chun c pht trin trong Synergy ci t
m (coding).

Nhm xem xt li (review) cc c t chng trnh
(program specs) nhng trng hp s dng (use
cases) u tin v c lgic phc tp.
Nhm xt li cc ti liu thit k (design docs) v nhng
m (code) u tin c to ra.
Ci thin cht lng v nng cao hiu
qu loi b li tng th; mt s li ch
v nng sut bi v cc li s c
pht hin sm.

Gii thiu phng php RUP v thc hin d n trong Gim khong 5% t l tim li v tng
cc vng lp (iterations). Tin hnh phn tch ti cc ct 1% nng sut tng th.
mc (milestone analysis) v phn tch cc thc hnh
phng nga li sau mi vng lp.

Cc xem xt li (reviews)

Cc sn phm cng vic (work

Thi im xem xt li Kiu xem xt li
products) c xem xt li
(Review Point) (Type of Review)
(Review Item)

Kt thc giai on lp k hoch cho K hoch d n (Project plan) Xem xt li bi nhm

d n (Group review)
(End of project planning) Thit lp h thng kim sot li Xem xt li bi c vn
(Defect control system set up) cht lng (Software
quality adviser review)

Thi gian biu ca d n Xem xt li bi c vn

(Project schedule) cht lng (Software
quality adviser review)

187
Kt thc giai on lp k hoch cho K hoch qun l cu hnh Xem xt li bi nhm
d n (CM plan) (Group review)

Hon thnh 90% yu cu (tc l Ti liu c t yu cu v phn Xem xt li bi nhm

nn cui vng lp th 1 ca giai
on Son tho chi tit
(End of 90% of requirements (this
should be at the end of the first
elaboration iteration))
tch nghip v (Business
analysis and requirements
specification document)
Danh sch cc trng hp s
dng (Use case catalog)

Hon thnh 90% thit k (tc l nn Ti liu thit k (Design Xem xt li bi nhm
cui vng lp th 2 ca giai on document)
Son tho chi tit (Elaboration) M hnh i tng (Object
(End of 90% design (this should be model)
at the end of the second elaboration
iteration))

Bt u mi vng lp Cc k hoch ca vng lp Xem xt li bi 1 ngi

(Beginning of each iteration) (Iteration plans) (One-person review)

Kt thc giai on thit k chi tit
(End of detailed design)
Cc c t ca chng trnh phc Xem xt li bi nhm
tp hoc ca cc chng trnh u
tin c to ra, bao gm cc ca
kim th, cc biu tng tc
(Complex and first-time-generated
program specs including test
cases, interaction diagrams)

Sau khi ci t m cho vi chng M (Code) Xem xt li bi nhm

trnh u tin
(After coding of first few programs)

After self-testing of a process M (Code) Xem xt li bi 1 ngi

Kt thc giai on lp k hoch K hoch kim th n v (Unit Xem xt li bi 1 ngi

kim th n v (End of unit test test plan)
plan)

Bt u kim th tch hp K hoch kim th tch hp Xem xt li bi 1 ngi

(Beginning of integration test) (Integration test plan)

188
2.10 K hoch qun l ri ro (Risk Management Plan)

nh Nguy c ri
Xc sut hng ro (Risk K hoch gim thiu
STT Cc ri ro (Risks) (Probability) (Impact) Exposure) (Mitigation Plan)

1 Chng ti s cn s h 0.5 8 4 Lp k hoch cn thn v

tr t kin trc s c khong thi gian cn n
s d liu v ngi s h tr t mi nhm ny
qun tr c s d liu v cung cp thng bo
ca khch hng. trc.
C mt iu phi vin
lm vic cht ch vi cc
nhm ny.

2 Bi v RUP s c s 0.9 3 2.7 Lm vic cht ch vi cc

dng ln u tin, s chuyn gia phng th
hiu bit ca nhm v nghim R&D ca Infosys.
n th khng y . Gi lin h thng xuyn
vi khch hng trong vng
lp pht trin sut d n,
v gii quyt nhanh chng
bt c vn pht sinh
no lin quan n lch v
chi ph (n lc).
Lp k hoch o to
cho nhm v phng
php RUP.

3 Mt nhn s: Cc 0.3 7 2.1 Phn cng cng

thnh vin trong nhm vic/nhim v m c
c th ri cng ty trong nhiu hn mt ngi c
thi gian ngn sp ti. hiu bit v cc unit (n
v chng trnh) v use
case (trng hp s
dng) trong d n.

4 Lm vic vi my tnh 0.1 8 0.8 Thc hin thm cc k

ln (mainframe) DB2 thut tnh nh: xem xt li

189
 ca khch hng qua m (code review), kim tra
lin kt: Lin kt ny ti bn (desk checking),
c th khng c v.v. gim thiu s ph
hiu qu nh d kin. thuc vo lin kt.
Gii quyt ngay vn leo
thang (escalate) khi lin
kt b hng (down).

3. THEO DI D N (PROJECT TRACKING)

3.1 K hoch o lng (Measurement Plan)

S o s c thu thp n v o lng (Unit of Cng c c s dng (Tools Used)

(Metric to Be Collected) Measurement)

Kch thc (Size) m LOC, FP, S/M/C B m s dng lnh

(Line counters)

N lc (Effort) Ngi-ngy (Person-days) H Thng Bo Co Hot ng Hng

Tun (WAR - weekly activity report
system)

Li (Defects) S li (Number of defects) BugsBunny

Thi gian hon thnh Thi gian tri qua Microsoft Project (MSP)
(Schedule) (Elapsed time)

3.2 Theo di cng vic/nhim v (Task Tracking)

Hot ng (Activity) Th tc (Procedure)

Xp lch cho cng vic Lnh o d n xp lch cho cc cng vic dng Microsoft Project
(Task scheduling) (MSP).
Tinh chnh v xp li lch khi cn thit.

Phn cng cng vic Lch sau cng c cng b cho cc thnh vin nhm bit.
(Task assignment) Mt khi lch c np (upload) ln h thng WAR-MSP, cc cng
vic s trnh by cc WARs tng ng ca chng.

Theo di tnh trng (trng Theo di cng vic c lm hng ngy

thi) cng vic (Task tracking is done daily.)

190
(Task status tracking)

Hp d n Mt ln mi tun
(Project meeting) (Once a week)

Hp phn tch nguyn Sau mi vng lp

nhn (After every iteration)
(Causal analysis meeting)

3.3 Theo di cc vn pht sinh (Issues Tracking)

Kiu pht sinh c ghi li vo Ai ghi? (Who Ai xem xt li, khi B leo thang
(Issue Types) u? (Where Can Log) no? (Who khi no?
Logged) Reviews, When) (When
Escalated)

Pht sinh ti ch IssueTracker.xls Bt k thnh Ngi lnh o d 2 ngy

(Onsite issues) vin no ca d n (PL), hng ngy
n

Pht sinh pha Issues Log.xls Nhm ti ch, Ngi lnh o d 2 ngy
khch hng ngi lnh o n (PL), hng ngy
(Customer issues) d n (Onsite
team, PL)

Pht sinh pha Bo co tnh trng Ngi qun l Ngi qun l kinh 5 ngy
ngi qun l kinh (trng thi) hng kinh doanh doanh (BM), ngi
doanh (Business tun (BM) lnh o d n,
manager issues) (Weekly Status hng tun
report) (BM, PL weekly)

Cc pht sinh pha Request Tracker Bt k thnh H tr cc dch v, 2 ngy

cc dch v h tr vin no ca d hng ngy
(Issues with support n
services)

191
3.4 Phn hi ca khch hng (Customer Feedback)

Mc (Item) Quy trnh ghi nhn v theo di

(Logging and Tracking Process)

Phn hi ca khch hng Ngi qun l quan h khoc hng (AM) hoc ngi lnh o d
(Customer feedback) n (PL) nhn phn hi ca khch hng. Ngi qun l kinh doanh
(BM) lu n vo tp tin (file).

Cc than phin ca khch Cc than phin ca khch hng s c nhp v theo di bng
hng (Customer complaints) cch dng CustomerComplaints.xls

3.5 Theo di cht lng (Quality Tracking)

Hot ng cht lng (Quality Hnh ng (Action)

Activity)

Theo di li Dng mt Mt h thng kim sot li (DCS) ghi li li v

(Defect tracking) theo di chng cho n khi ng
(Use DCS for logging defects and tracking them to closure.)

Xem xt li (yu cu, thit k mc Kim tra i chiu vi cc mc tiu ca d n trong k

cao, thit k chi tit) hoch cht lng
(Reviews (requirements, high-level (Check against project goals in quality plan)
design, detailed design))

Xem xt li m Kim tra i chiu vi cc gii hn cho mi chng trnh

(Code review) thng qua cng c Kim sot quy trnh dng thng k (SPC)
(Check against limits for each program through SPC tool)

Kim th n v c lp Kim tra i chiu vi cc gii hn cho mi chng trnh

(Independent unit testing) thng qua cng c Kim sot quy trnh dng thng k (SPC)

Kim th tch hp/Kim th h Kim tra i chiu vi cc mc tiu ca d n v k hoch

thng cht lng
(Integration testing/System testing)

192
3.6 Xem xt li c lm bi nh qun l cp cao (Review by Senior
Management (BM))

Mc c xem xt li Mc thng xuyn ca vic xem xt li

STT (Item for Review) (Frequency of Review)

1 Lch (Schedule) Mi khi thay i phin bn (Every version change)

2 K hoch d n (Project plan) Khi no cc thay i ln c lm (When significant

changes are made)

3 Bo co ti ct mc (Milestone Kt thc mi ct mc (End of milestones)

report)

3.7 Bo co tnh trng (Status Reporting)

Bo co n (Report To) Mc thng xuyn (Frequency)

Ngi qun l kinh doanh (Business Vo th Hai hng tun qua email (Weekly on Monday
manager) by e-mail)

Khch hng (Customer) Vo th Hai hng tun (Weekly on Monday)

3.8 Cc gii hn cho chnh lch ti cc ct mc (Deviation Limits at

Milestones)

Cho 5 ct mc u
Thc t so snh vi c tin
lng ca (For the First Five Cho cc ct mc cn li (For the Rest
(Actual vs Estimated of) Milestones) of the Milestones)

N lc (Effort) 10% 5%

Tin (Schedule) 10% 5%

Li (Defects) 20% 20%

3.9 Bo co cho khch hng (Report to the Customer)

Cc bo co ti cc ct mc v cc bo co tnh trng (trng thi) hng tun

Cc vn pht sinh cn phi lm r

193
 Leo thang, nu c

3.10 Bo co cho ngi qun l kinh doanh (Report to the BM)

kin ca khch hng

Cc bo co ti cc ct mc v cc bo co tnh trng (trng thi) hng tun

Cc vn pht sinh cn phi lm r/ch

Leo thang, nu c

S lng thay i yu cu v n lc c lng (c tnh) cho chng

Nhng thay i ln trong k hoch

3.11 Cc th tc leo thang (Escalation Procedures)

Ni leo thang Khong thi gian Tn ngi (Name Chc v (Designation of the
(Escalate Where) ngng (Threshold of the Person) Person)
Period)

ACIC 3 ngy Xxxx Ngi qun l d n (Project

manager)

Infosys 3 ngy Xxxx Ngi qun l quan h khch

hng (Account manager)

Infosys 3 ngy Xxxx Ngi qun l kinh doanh

(Business manager)

194
4. NHM D N (PROJECT TEAM)

4.1 T chc d n (Project Organization)

4.2 Nhm d n (Project Team)

Ngy kt thc d
Tn vit tc Ngy bt u kin (Expected End
STT (Initials) Trch nhim (Responsibility) (Start Date) Date)

1 BB Ngi qun l d n (Project manager) 4 April 2000 3 November 2000

2 KP Ngi iu phi ti ch (Onsite 4 April 2000 3 November 2000

coordinator)

3 BJ Ngi lnh o m-un (Module 15 May 2000 3 November 2000

leader), ngi lnh o d n d
phng (backup project lead)

4 SP Ngi kim sot cu hnh 22 May 2000 13 October 2000

(Configuration controller)

5 DD Nh pht trin (Developer) 22 May 2000 29 September 2000

6 HP Nh pht trin (Developer), Ngi kim 22 May 2000 29 September 2000

sot cu hnh d phng (backup
configuration controller)

195
 7 NA Nh pht trin (Developer) 17 July 2000 3 November 2000

8 SH Nh pht trin (Developer) 1 August 2000 15 September 2000

9 AL Nh pht trin (Developer) 14 August 31 August 2000

2000

10 JP Nh pht trin (Developer) 1 September 22 September 2000

2000

11 SDS Ngi qun l quan h khch hng 4 April 2000 3 November 2000
(Account manager)

12 SB C vn m bo cht lng (SQA) 15 May 2000 3 November 2000

4.3 Vai tr v trch nhim (Roles and Responsibilities)

Vai tr (Role) Trch nhim (Responsibilities)

Ngi qun l kinh doanh
(BM-Business manager)
Gii quyt cc pht sinh leo thang (Resolve escalated issues)
Xem xt li tnh trng (trng thi) d n (Review project
status)
Tham gia vo trong cc xem xt li dng k thut ti hn
(Participate in critical technical reviews)

Khch hng Xem xt li thit k (Review design)

Gii quyt cc pht sinh leo thang (Resolve escalated issues)
(Customer) Lp k hoch kim th chp nhn v kim th (Acceptance
test planning and testing)

Ngi qun l quan h vi Tha mn khch hng (Customer satisfaction)

khch hng Pht trin kinh doanh (Business growth)
K hoch v ti chnh cho d n (Project financial plan)
(AM-Account manager) Giao din vi vic bn hng v tip th (Interface with sales
and marketing)
Cc pht sinh lin quan n o to (Training-related issues)
Cc pht sinh lin quan n nhn vin (Employee-related
issues)

Ngi qun l d n Lp k hoch cho d n v thi gian biu (Project planning

and scheduling)
(PM- Project manager) Thit k (Design)

196
 Tng tc vi khch hng (Customer interaction)
Xem xt li (Reviews)
Kim th (Testing)
Bo co (Reporting)
Phn cng v theo di cng vic (Task assignment and
tracking)
Tng tc vi C vn m bo cht lng t nhm quy trnh
cng ngh phn mm (Interact with software quality adviser
from SEPG)
m bo giao sn phm ng nh hp ng (Ensure
delivery as per contract)
Tng tc vi cc phng ban khc khi c nhu cu (Interface
with other departments as per need)
m bo cc vn pht sinh/than phin ca khch hng
c gii quyt tha ng (Ensure open issues/customer
complaints are closed properly)
m bo cc thnh vin ca d n c o to y
(Ensure project members are adequately trained)

Ngi lnh o m-un Thit k (Design)

Pht trin (Development)
(ML-Module leader) Kim th (Testing)
Bo co (Reporting)

Nhm ngn chn li (DP) Nhn thc v s lan truyn li trong nhm v ngn chn
chng (Spread awareness in the team on defects and their
(DP-Defect prevention prevention)
team) Phn tch d liu v li (Analyze defect data)
Xc nh cc phng php gim t l tim li (Identify
methods to reduce defect injection)

Nh pht trin Thit k chi tit cc trng hp s dng (Detail design for
use cases)
(DV-Developer) Pht trin (Development)
Kim th n v v kim th tch hp (Unit testing and
integration testing)

Ngi kim sot cu hnh Chun b k hoch qun l cu hnh (Prepare the CM plan)

197
(CC-Configuration Qun l cu hnh l mt phn ca k hoch qun l cu hnh
controller) (Manage the configuration as per the CM plan)

C vn m bo cht lng T vn v quy trnh (Process consultancy)

(SQA) t nhm quy trnh m bo cht lng (kim ton) (Quality assurance (audits))
cng ngh phn mm Ci t cc cng c o lng v o to cho nhn vin trong
(SEPG) d n (Install measurement tools and train project personnel)
Tham gia vo xem xt li k hoch v cc quy trnh khi cn
thit (Participate in reviews of project plan and processes as
necessary)

Ngi iu phi ti ch Gii quyt bt k vn pht sinh no t khch hng/pht

trin t nc ngoi (Resolve any issues from
(Onsite coordinator) customer/offshore)
H tr xuyn sut giai on pht trin (Support during
development)

5. CC THAM KHO

B qua.

6. CH VIT TT C DNG

B qua.

8.5 TM TT

Tht l quan trng nhng nh qun l d n thc hin lp k hoch cho nhm v qun
l giao tip v chun b mt ti liu qun l d n ton din cui cng.

Sau y l cc bi hc quan trng t chng ny:

D n phn mm l mt n lc ca nhm. Trong vic qun l nhm, bn phi xem

xt cc mc tiu ca d n cng nh cc mc tiu ca tng thnh vin.

C giao tip thng xuyn trong phm vi nhm v vi khch hng. Lp k hoch
r rng cho cc knh leo thang c hai pha gii quyt cc vn pht sinh rt
kh gii quyt.

198
 Lp ti liu cho kt qu ca cc cng vic khc nhau trong k hoch tng th. Ti
liu ny phi c xem xt li xc nh cc li tim tng v tn dng kinh
nghim ca cc nh qun l cp cao (senior managers) ci tin n.

K hoch c lp ti liu (documented plan) phi cha cc thng tin v d n,

quy trnh c s dng, phng php qun l cc thay i, n lc c c
lng, cc ct mc, cc k hoch qun l ri ro, cc k hoch cht lng, theo di
d n v cc k hoch bo co, cc knh leo thang gii quyt cc vn pht
sinh vt ra ngoi d n v nhm.

Tng ng vi CMM, phi lp ti liu cho k hoch qun l d n l mt yu cu ca

KPA Lp K Hoch Cho D n (Project Planning) v KPA Theo Di v Gim St D n
(Project Tracking and Oversight) CMM mc 2. Cc phng php c tho lun trong
chng ny v cc ni dung ca k hoch qun l d n cng tha mn nhiu yu cu
ca KPA Qun L D n Tch Hp (Integrated Project Management) v KPA Phi Hp
Gia Cc Nhm (Intergroup Coordination) CMM mc 3, hai KPA CMM mc 4, v mt
s kha cnh ca KPA o to (Training) CMM mc 3.

199
 Chng 9. Qun l cu hnh

Cc thay i - do s tin trin (evolution) ca cc sn phm cng vic (work products) v

cc thay i yu cu din ra lin tc trong mt d n phn mm. Tt c nhng thay i
ny cui cng s c th hin trong cc tp tin c cha m ngun, d liu, hoc cc ti
liu. Khi nhiu ngi to ra v thay i mt s lng ln cc tp tin trong mt d n phn
mm, iu ny c th dn n s phc tp tr khi cc thay i c kim sot ng n.
Hy xem xt nhng tnh hung ny, c rt ra t cc d n khc nhau.

Khch hng yu cu hai thay i khc nhau. Ngi qun l d n phn

cng Rao thc hin mt yu cu, v ci cn li phn cho Meera. C hai phi
sa i m cho m-un X. Khi Meera hon thnh sa i ca mnh, c lu tr mt
tp tin cho X, v tnh ghi ln cc thay i Rao thc hin trc mt ngy.

Th Su l thi hn (deadline) giao mt m-un m nhm gm ba thnh

vin ang pht trin m. Vic tch hp m ( c kim th n v) c ln
k hoch cho hai ngy cui cng. Vo m th Ba, Subbu - nh pht trin ca mt
s chc nng then cht - ri thnh ph tham d mt cng vic khn cp. Ngy
hm sau, ngi lnh o m-un v cc thnh vin ca nhm nghin cu dnh
nhiu gi tm kim cc tp tin ca Subbu. Chng c qun l xc nh mt s
tp tin ang cha cc chc nng m Subbu ang pht trin, nhng h tm thy
nhiu phin bn ca cc tp tin ny. Mt trong nhng thnh vin trong nhm
phi lm vic v vn ny sut cui tun. Bt u t mt s phin bn ca cc
chng trnh ca Subbu, anh ta pht trin v kim th n v, lm li hu ht
cc cng vic m Subbu gn nh hon tt trc khi ri khi. M-un cui cng
b giao tr ba ngy.

Nhm ca Srinath c tinh thn lm vic tt. H hon thnh vic pht trin
ng hn, v kim th cui cng cho thy khng c li. Phn mm ny c
giao cho khch hng. Nhng ngy hm sau, Srinath nhn c e-mail tc gin t
nhng ngi s dng v khch hng, bo v cc vn trong phn mm. Sau n
lc in cung ca nhm lm vic, nguyn nhn c tm thy: Phin bn pht
hnh ca phn mm cha mt phin bn c ca mt thnh phn (component)
then cht.

200
Nhng cu chuyn nh th ny c th c tm thy trong hu ht cc cng ty. Qun l
cu hnh (CM - Configuration management) - cn c gi l qun l cu hnh phn mm
(SCM - software configuration management) - l mt kha cnh ca qun l d n tp
trung vo vic kim sot c h thng cc thay i m nhng vn nh bn trn
khng xy ra.

Chng ny tho lun v mt s khi nim lin quan n qun l cu hnh (CM) v sau
m t quy trnh qun l cu hnh c s dng ti Infosys. Lp k hoch qun l
cu hnh (CM plan) cng c trnh by qua case study.

9.1 CC KHI NIM TRONG QUN L CU HNH (CONCEPTS IN

CONFIGURATION MANAGEMENT)

CM l vic lm cn thit p ng mt trong nhng mc tiu c bn ca d n: giao

sn phm phn mm c cht lng cao cho khch hng. "Phn mm" c giao phi
nh th no? t nht, n cha cc m ngun khc nhau hoc cc tp tin i tng to
ra m ngun (source) hoc m i tng (object code), cc on m ngn (scripts)
xy dng nn h thng lm vic t nhng tp tin ny, v cc ti liu lin quan. Trong sut
d n, cc tp tin s thay i, dn n vic to ra cc phin bn khc nhau. Trong tnh
hung ny, lm th no mt ngi qun l chng trnh m bo rng cc phin bn
thch hp ca cc tp tin m ngun (source code files) c kt hp li m khng lm b
st bt k m ngun no, v rng cc phin bn ng ca cc ti liu, nht qun vi m
ngun cui cng, c gi? Tt c iu ny s c m bo thng qua qun l cu
hnh (CM) thch hp.

Mt mc tiu chnh ca CM l qun l cu hnh ang tin trin (evolving) ca phn mm

system [1][2]. Trong mt d n, mt s tin trin ca mt chng trnh tri qua nhiu
trng thi (states). Lc bt u, khi mt lp trnh vin pht trin n, chng trnh c trnagj
thi l ang c pht trin (under development) hoc "ring" (private). Mt khi lp trnh
vin hi lng vi chng trnh, n di chuyn sang trng thi "sn sng th th n v"
(ready for unit testing). Ch khi chng trnh t n trng thi ny, n mi c kim th
n v. Sau khi n va c kim th n v xong, lp trnh vin phi sa cha bt k li
c tm thy. Tuy nhin, nu kim th n v thnh cng, trng thi ca chng trnh
s thay i sang sn sng kim th h thng" (ready for system testing). Ch khi no
tt c cc chng trnh t c trng thi ny, vic kim th h thng mi c th bt

201
u. Mt ln na, nu li (defect) c tm thy trong qu trnh kim th h thng, trng
thi ca chng trnh s tr li l "ring" (private); ngc li, n di chuyn n trng thi
"sn sng kim th chp nhn" (ready for acceptance testing). Nu kim th chp
nhn thnh cng, trng thi ca tt c cc chng trnh thay i thnh "sn sng pht
hnh" (ready for release), ng rng chng c th s c pht hnh cho "s dng." Khi
mt chng trnh c pht hnh v c s dng, tt c cc chng trnh (v cc ti
liu lin quan) chuyn sang trng thi "baselined" trnh by trng thi ca h thng s
dng.

Ngoi nhng thay i din ra trong sut qu trnh pht trin bnh thng, cc yu cu thay
i yu cu c th c gi, v vic thc hin chng c th lm thay i cc chng
trnh. Khi mt d n c mt s lng ln cc mc (item) c th thay i, cc nh pht
trin c th c phn cng thc hin nhiu hot ng; nhng hot ng ny c th
c thc hin nu v ch nu lun lun c s h tr hp l t quy trnh CM.

hiu r hn v CM, chng ta hy xem xt cc loi chc nng ca CM m cc d n

yu cu. Mc d cc yu cu ny c th ph thuc vo tnh t nhin v hon cnh c th
ca d n, nhng mt s chc nng chung c th c xc nh r. Sau y l danh
sch ca cc chc nng ny cng km theo cc kch bn cn n chng. Cc chc nng
ny th chi tit hn cc chc nng CM c nh ngha bi Humphrey [3].

Cho bit cc trng thi ca cc chng trnh. Bn cn thng tin ny quyt nh

khi no bt u kim th hoc khi no giao (pht hnh) phn mm.

Cho bit phin bn mi nht ca mt chng trnh. Gi s rng mt chng trnh

phi c sa i. R rng rng, vic sa i phi c thc hin trong phin
bn mi nht; nu khng, cc thay i trc c th b mt.

X l cc yu cu cp nht (update) ng thi. Hai lp trnh vin, tng ng vi

hai yu cu thay i khc nhau, c th thay i ng thi cng mt chng trnh.
Mt trong nhng thay i c th c kh nng ghi ln cc thay i khc.
trnh tnh trng nh vy cn phi kim sot truy cp (access control) ch c mt
ngi c th lm thay i mt chng trnh ti mt thi im. Nu nhiu thay i
song song c cho php, cc th tc ha gii cn c thc hin m bo
rng tt c cc thay i c phn nh trong phin bn cui cng (final version).

202
 Hy b thay i mt chng trnh (undo a program change). Mt thay i c
thc hin ln mt chng trnh ( thc hin mt yu cu thay i), nhng sau
li c nhu cu pht sinh o ngc (reverse) vic thay i yu cu ny.

Ngn chn cc thay i hoc xa tri php. Mt lp trnh vin c th quyt nh

thay i mt s chng trnh, ch khm ph ra rng s thay i c tc dng
ph. Cn c c ch kim sot truy cp (access control mechanisms) m cc
thay i tri php s khng c chp thun.

Cung cp kh nng theo di du vt ngun gc gia cc thay i yu cu

(traceability between requirement change requests) v cc thay i chng trnh
(program changes). Gi s mt yu cu thay i yu cu (requirement change
request) ra lnh rng ba chng trnh phi c sa i, v nhng sa i ny
c phn cng cho ba thnh vin trong nhm. Lm th no ngi qun l d
n m bo rng yu cu thay i c thc hin ng cch tc l, tt c
cc chng trnh c thay i v cc chng trnh va c thay i xong
tri qua chu k sng ca chng v ang trng thi "sn sng pht hnh"?
tr li cu hi ny i hi phi c mt c ch theo di cc yu cu thay i,
c ch ny c th xc nh tt c cc chng trnh c thay i cng nh trng
thi ca tng chng trnh.

Hy b thay i yu cu (undo a requirement change). Mt thay i yu cu cn

c thc hin (bng cch phi thay i nhiu chng trnh), nhng sau li
cn phi hy b thay i va c thc hin (undo) (c l do ngi s dng
khng thch cc tnh nng mi).

Ch ra cc thay i c lin quan. Gi s mt li c tm thy trong mt chng

trnh, v n b nghi ng rng li ny n t vic thc hin cc yu cu thay i. Do
, c mong mun xem xt li tt c cc thay i c thc hin cho yu
cu thay i ny.

Thu thp tt c cc m ngun, ti liu, v cc thng tin khc cho h thng hin ti.
Chng nh mt kt qu ca vic sa i lm sai lc tp tin (file corruption) hay s
sp h thng (system crash), cn thit phc hi li tt c cc tp tin. Tng

203
 t nh vy, mt thay i ln mt h thng hin c (mt trong l qu trnh hot
ng (operation)) c th c cn, v th m cn thit c c tt c cc tp tin
ngun v cc ti liu trnh by cho h thng hin ti.

y l mt vi trong s nhng kch bn thng xuyn xy ra hn trong mt d n ang

cn n s h tr t quy trnh CM. Hn na, nu nhiu phin bn khc nhau ca mt sn
phm phn mm cng tn ti, mi phin bn li s dng mt phin bn khc nhau ca
cc chng trnh, cc tnh hung khc lin quan n cc thay i c th dn n i hi
rng CM phi c mt chc nng b sung (v d, x l s thay i (handling variance) [4]).
Tuy nhin, mc ch chnh ca CM l cung cp cc c ch x l x l cc kiu kch
bn trong danh sch c trnh by bn trn. Nhng c ch ny bao gm:

Quy c t tn v t chc cc tp tin (conventions for naming and

organization of files)

Kim sot phin bn (version control)

Kh nng theo di du vt ngun gc yu cu thay i (change request

traceability)

Kim sot truy cp (access control)

Cc th tc ha gii (reconciliation procedures)

Cc chng trnh ng nhp thay i (modification login programs)

Cch t tn (naming) cc tp tin chng trnh (program files) v cc tp tin ti liu

(document files) theo mt quy c chun v lu gi cc tp tin vo trong cc th mc c
th gip cho vic tm kim mt tp tin mong mun c nhanh chng hn. t tn
thch hp (v d, bng cch s dng cc phn m rng chun) cng gip cc nh pht
trin d dng hiu c bn cht ca ni dung tp tin m khng cn nhn vo cc tp
tin. Ngoi ra, t cch ly cc chng trnh da theo trng thi ca chng vo trong cc
th mc ring bit gip cc nh pht trin xc nh c trng thi ca chng trnh mt
cch d dng.

Kim sot phin bn (version control) l mt vn then cht ca CM [1][2][4] v hin c

nhiu cng c c th gip qun l nhim v ny. Kim sot phin bn gip bo tn cc

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phin bn c ca cc chng trnh bt c khi no chng b thay i. Nu khng c c ch
nh vy, h thng khng th h tr c nhiu cho cc chc nng m CM yu cu.

Mt c ch theo di du vt ngun gc yu cu thay i (change request traceability

mechanism) cung cp mt nh x (mapping) t mt yu cu thay i yu cu
(requirement change request) n cc thay i tip theo trong cc chng trnh, v gip
qun l cc thay i yu cu. ln ngc tr li mt thay i yu cu thay i (to trace a
change back to the change request), vic ghi nhn li cc sa i th hu ch.

Cc c ch kim sot truy cp (access control mechanisms) m bo rng ch nhng

ngi c php (authorized people) mi c th sa i cc tp tin no v ch c mt
ngi c th sa i mt tp tin ti mt thi im nht nh. Cc th tc ha gii
(reconciliation procedures) xc nh r lm th no hai thay i c thc hin c lp
ln mt chng trnh c th c trn li (merged) to ra mt phin bn mi phn nh
c hai.

Nu cc c ch ny c cung cp, cc kch bn c a ra trc y c th c x

l mt cch tha ng. Mt vi trong s cc kch bn ny i hi phi s dng nhiu hn
mt c ch. V d, vic hy b mt thay i yu cu (undo a requirement change) s c
lin quan n mt c ch ch ra (show) du vt ngun gc ca mt thay i yu cu
cho cc thay i tip theo trong cc chng trnh, v mt c ch kim sot phin bn
thc s hy b cc thay i (actually undo the changes).

Mt s c ch CM c th c h tr bi cng c (tool), nhng ngc li nhiu c ch

khc c th cn ngi s dng phi thc hin chng mt cch r rng. V d, kim sot
phin bn c th c thc hin bi mt cng c, nhng vic ot c (capture) trng
thi ca mt chng trnh c th cn lp trnh vin lu gi (maintain) thng tin ny mt
cch r rng. Quy trnh CM xc nh tt c cc bc cn thit thc hin cc c ch
nh vy v gii thch lm th no cc c ch ny c s dng trong mt d n.

Cc cuc tho lun cho n nay tp trung vo cc chng trnh. Cc ti liu c to

ra trong mt d n (v d nh cc ti liu yu cu, cc ti liu thit k, v cc k hoch)
cng cn qun l cu hnh. Trong sut qu trnh pht trin bnh thng ca mt d n,
mt ti liu tri qua ba trng thi: "ang pht trin" (under development), "ang c xem
xt li" (under review), v "baselined". Vic chuyn trng thi th n gin nh mt xut

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c cho bi Whitgift [4]. Quy trnh CM (CM process) cng phi ci t biu trng thi
(state diagram) cho cc ti liu.

9.2 QUY TRNH QUN L CU HNH (CONFIGURATION

MANAGEMENT PROCESS)

Quy trnh CM xc nh mt trnh t cc hot ng phi c thc hin di s h tr ca

cc c ch CM. Nh vi hu ht cc hot ng trong qun l d n, giai on u tin
trong quy trnh CM ti Infosys l lp k hoch (planning) - xc nh nhng mc (items) cn
thit cho CM (c gi l cc mc cu hnh - configuration items), cc ni (locations)
lu tr chng, cc th tc kim sot thay i, v.v. Ngi qun l d n hoc ngi kim
sot cu hnh (CC configuration control) ca d n s chun b k hoch ny. Sau ,
quy trnh ny phi c thc thi, c l bng cch trin khai mt cng c (vic s dng n
cng phi c lp k hoch). Cui cng, bi v bt k k hoch CM no cng cn cc
quy tc (discipline) cho cc nhn vin ca d n l nhng ngi lm cc cng vic lin
quan ti bo tr cc phin bn, lu tr cc mc vo cc ni thch hp, v thc hin thay
i mt cch ng n, theo di tnh trng (trng thi) ca cc mc cu hnh v thc hin
kim tra CM (CM audits) l nhng hot ng khc trong quy trnh CM. Chng ny tho
lun v ba hot ng ca quy trnh CM ny ti Infosys.

9.2.1 Lp k hoch v thit lp qun l cu hnh (planning and

setting up configuration management)

Lp k hoch qun l cu hnh lin quan n vic xc nh cc mc cu hnh

(configuration items) v xc nh cc th tc (procedures) c s dng kim sot v
thc hin cc thay i cho chng. Xc nh cc mc cu hnh l mt hot ng c bn
trong bt k kiu CM no [2][3][4]. Cc v d in hnh v cc mc cu hnh bao gm cc
c t yu cu (requirements specifications), cc ti liu thit k (design documents), m
ngun (source code), cc k hoch kim th (test plans), cc on chng trnh dng
kim th (test scripts), cc th tc kim th (test procedures), d liu kim th (test data),
cc tiu chun c s dng trong d n (chng hn nh cc tiu chun ci t m
(coding standards) v cc tiu chun thit k (design standards)), k hoch chp nhn
(acceptance plan), cc ti liu nh k hoch CM v k hoch d n, ti liu ngi dng
nh hng dn s dng (user manual), v cc ti liu nh ti liu o to (training

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material), ti liu hp ng (contract documents) (bao gm cc cng c h tr nh trnh
bin dch hoc cng c do cng ty t pht trin), cc bn ghi cht lng (quality records)
(bn ghi v xem xt li, bn ghi v kim th), v cc bn ghi qun l cu hnh (CM
records) (bn ghi v pht hnh (release records), bn ghi theo di tnh trng (status
tracking records)). Bt k sn phm no c cung cp bi khch hng (customer-
supplied products) hoc cc mc c mua (purchased items) t bn ngoi m chng s
l mt phn ca sn phm c giao (c gi l "sn phm phn mm c bao gm")
cng c xem l cc mc cu hnh.

Trong sut qu trnh lp k hoch, cc loi mc nm di s bo v (aegis) ca CM s

c xc nh, nhng mt danh sch chi tit cc hng mc s khng c chun b trc.
Thiu st ny phn nh thc t rng mt s mc c th khng c bit n trong sut
qu trnh lp k hoch CM (xy ra vo lc bt u d n). to d dng cho vic t tn
ph hp cho cc mc cu hnh, quy c t tn cho cc mc CM c thit lp trong giai
on lp k hoch CM. Ngoi cc tiu chun t tn (naming standards), nhng ngi
qun l d n phi lp k hoch nh s phin bn (version numbering). Khi mt mc cu
hnh b thay i, cc mc c khng c thay th bng bn sao mi; thay vo , bn sao
c c duy tr (maintained) v mt ci mi c to ra. iu ny to ra nhiu phin bn
ca cng mt mc, do , cc quy c gn s phin bn (version number assignment)
c cn n. Nu mt cng c CM c s dng, i khi cng c ny qun l vic nh
s phin bn. Ngc li, n phi c qun l r rng trong d n.

Trong sut qu trnh lp k hoch, ngi qun l d n phi quyt nh lm th no

lu gi trng thi ca mt chng trnh. Mt cch tp trung cc mc li theo cc trng
thi khc nhau l to ra cc th mc ring bit cho chng. Tt c cc mc ang mt
trng thi nht nh s nm trong cng mt th mc cho trng thi . Khi trng thi ca
mt chng trnh thay i, chng trnh c di chuyn t th mc cho cc trng thi c
sang th mc cho trng thi mi. y l mt tip cn tng qut v khng cn s dng bt
k cng c no lu gi thng tin trng thi (state information). Tuy nhin, nu s dng
mt cng c CM sn c, cu trc th mc (directory structure) - c cn n qun l
trng thi ca cc chng trnh s ph thuc vo cng c ny. Trong sut giai on lp
k hoch, nhng ngi qun l d n phi thit lp cu trc th mc dng n qun l
cc trng thi, v lun ghi nh (trong u) cc i hi ca cng c CM, nu c th.

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Ngi kim sot cu hnh (configuration controller) hoc ngi qun l d n s thc hin
lp k hoch CM. N ch bt u khi d n c khi xng v mi trng hot ng
v cc c t yu cu c lp ti liu r rng. Cc hot ng trong giai on ny bao
gm:

Xc nh cc mc cu hnh, bao gm c cc mc do khch hng cung cp

(customer-supplied) v cc mc c mua (purchased items).

nh ngha mt c ch t tn v nh s (naming and numbering

scheme) cho cc mc cu hnh (configuration items).

nh ngha cu trc th mc (directory structure) cn thit cho CM.

nh ngha cc hn ch truy cp (access restrictions).

nh ngha cc th tc kim sot thay i (change control procedures).

Xc nh v nh ngha trch nhim v thm quyn ca ngi kim sot

cu hnh (CC- Configuration Controler) hoc Bng Kim Sot Cu Hnh
(CCB - Configuration Control Board).

Xc nh mt phng php theo di trng thi (status) ca cc mc cu

hnh.

nh ngha mt th tc sao lu phng h (backup procedure).

nh ngha mt th tc ha gii (reconciliation procedure), nu cn thit.

nh ngha mt th tc pht hnh (giao) sn phm (release procedure).

nh ngha mt th tc lu tr (archival procedure).

Xc nh cc im m ti cc mc cu hnh s c chuyn n
baseline (ng c s).

u ra ca giai on ny l k hoch CM. Ngi kim sot cu hnh (CC) l ngi chu
trch nhim cho vic thc hin k hoch CM. Ty thuc vo kch thc ca h thng
c pht trin, vai tr ca CC c th l mt cng vic bn thi gian (part-time job) hoc

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ton thi gian (full-time job). CC cng c th chu trch nhim qun l vic pht hnh, lu
tr pht hnh, truy tm v pht hnh cc phin bn thch hp khi cn thit, v nhiu hn
na.

Trong mt s trng hp nht nh - khi c cc nhm ln hoc khi hai hoc nhiu nhm
hn cng tham gia pht trin cng mt phn hoc cc phn khc nhau ca phn mm
hoc cc h thng giao din (interfacing systems) th cn thit c mt Bng Kim
Sot Cu Hnh (CCB). Bng ny cha cc biu din t cc nhm. Mt CCB (hoc mt
CC) l cn thit cho qun l cu hnh (CM) [3], v k hoch CM phi nh ngha r rng
cc vai tr v cc trch nhim ca CC hoc CCB. Nhng trch nhim ny cng da trn
kiu ca h thng tp tin (file system) v cc cng c ang c s dng.

Nh cp trc y, CM yu cu truy cp vo mt s mc mt s trng thi b hn

ch. V d, vic truy cp v quyn ca cc lp trnh vin sa i mt chng trnh
trong baseline phi b hn ch. Do , cc hot ng lp k hoch phi xc nh cc
quyn truy cp (access rights) ca CC, ngi qun l d n, v cc nh pht trin.

Cc chnh sch v th tc kim sot thay i (change control) cng c thit lp

trong sut qu trnh lp k hoch. iu ny bao gm vic kim sot cc thay i bnh
thng din ra trong sut vng i cng nh cc thay i b lo li bi cc thay i yu
cu (requirement changes). Cc thay i bnh thng thng c qun l thng qua
mt c ch th vin (library mechanism) v cu trc th mc (directory structure). Cc
thay i do yu cu thay i yu cu (requirement change requests), c th lm nhiu
chng trnh b thay i, thng xuyn c theo di thng qua mt bng (spreadsheet)
lit k tt c cc mc phi c thay i cng nh cc th mc cho tng mc (do cho
bit trng thi ca n).

Nu nhng ngi qun l d n cho php cc cp nht ng thi vo cc chng trnh,

h phi xc nh cc th tc ha gii. Cp nht ng thi i khi l cn thit. V d, gi s
mt yu cu thay i c u tin cao n cng lc ang thc hin mt yu cu thay i
khc. R rng, yu cu thay i mi khng th c a vo cho n khi s thc hin
thay i kia c hon thnh. Tng t nh vy, nu c cc vn xy ra trong h thng
ang vn hnh (working system) trong lc mt yu cu thay i ang c thc hin, khi
cc thay i phi c thc hin ngay lp tc m bo rng h thng c th tip
tc hot ng. i vi nhng tnh hung nh vy, cc th tc ha gii l cn thit.

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Mt th tc c th thc hin c l: cc im khc nhau gia phin bn gc v cc
phin bn mi s c kim tra, v nhng thay i trong phin bn ang c t thay i
hn s c trn vo trong phin bn kia. Nu cc thay i nh hng n cc b phn
khc nhau ca chng trnh, vic trn th n gin, mt s cng c CM sn sng h tr
kh nng ny. Ngc li, lp trnh vin phi xem xt li s chng cho, v sau iu
chnh li cho hp l c hai thay i.

Tt c cc yu t ca k hoch iu c lp ti liu trong k hoch CM. Phn sau ca

chng ny, chng ti trnh by v k hoch CM cho d n ACIC.

9.2.2 Thc hin kim sot cu hnh (Perform configuration

control)

Mc d cc hot ng kim sot cu hnh c thc hin trong sut giai on thc hin
d n, nhng chng ti tho lun v chng y cng vi cc kha cnh khc ca CM.
Hai hot ng kim sot cu hnh chnh c thc hin: 1) lin quan ti qun l qu trnh
chuyn i trng thi (state transition management) ca cc chng trnh (v cc ti liu),
v 2) lin quan ti qun l cc yu cu thay i (managing the change requests) phi
c thc hin.

Qun l cc qu trnh chuyn i trng thi lin quan n vic di chuyn cc mc t mt

th mc ny sang mt th mc khc khi c cc chuyn i trng thi v sau to ra cc
phin bn mi khi cc thay i c thc hin.

Thng thng, cc cng c ny c s dng qun l cc trng thi v cc phin bn

ca cc mc v s truy cp vo chng. Nhiu cng c CM s dng cc th tc a-
vo/tch-ra (check-in/check-out) kim sot truy cp (control access) v kim sot phin
bn (version control). tng c bn ng sau phng php ny l nh sau. Mt
chng trnh c coi l ang trong mt mi trng c kim sot (controlled
environment) khi n bt c trng thi no m nhng ngi khc vn c th s dng
c n. Mt khi mt chng trnh ang trong mt mi trng c kim sot, n khng
th b sa i, thm ch bi tc gi ban u, m khng c s cho php (authorization), bi
v nhng ngi khc c th ang s dng n. lm mt thay i c ph duyt,
nh pht trin phi tch (check-out) chng trnh ra khi mi mi trng c kim sot.

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Ngha l cn to ra mt bn sao (copy) ca mt mc (item) m khng lm ph hy phin
bn trc , v lm mt ghi nhn l chng trnh va c tch ra.

Mt mc b sa i sau khi n c tch ra. Cc thay i sau phi c phn nh

trong mi trng c kim sot m nhng ngi khc t c li ch ca phin bn
mi v m yu cu thay i c th c ci t (thc hin) thc s. Bi v cc thnh
vin khc ca nhm c th cng ang s dng cc mc, mt s kim tra phi c thc
hin m bo rng cc mc b thay i l hp l trc khi a n tr li vo mi
trng (check-in). Khi mt mc c kim tra tr li vo mi trng c kim sot, bn
sao c hn khng b ph hy; thay vo , mt phin bn mi s c to ra. Thng
thng, ch c ngi kim sot cu hnh (CC) hoc ngi lnh o d n c th a
chng trnh tr li vo mi trng (check-in). S hn ch ny lm cho n c th quay tr
li trng thi c (roll back) nu c yu cu.

cung cp thng tin v nhng thay i c thc hin, nhng ngi qun l d n
c th la chn lu gi mt ghi nhn v thay i (modification log) c lm ln
chnh chng trnh ngun. Ghi nhn ny cn thit xc nh ngy bt u v ngy kt thc
ca mt thay i v cha mt tham chiu n yu cu thay i gy ra n.

Tt c cc cng vic ny a-vo (check-in), tch-ra (check-out), bo tr phin bn

(version maintenance), v to ra mt ghi nhn v thay i (modification log) c th c
x l thng qua vic s dng cc cng c CM thch hp. Nhiu cng c sn c khc nhau
c th thc hin nhiu kha cnh khc nhau ca chc nng th vin CM ny (CM library
function).

thc hin (ci t) cc thay i yu cu, ti ln lt kch hot thay i n cc mc

cu hnh, yu cu thay i trc tin c phn tch bng cch thc hin mt phn tch
tc ng (impact analysis) (c tho lun trong Chng 3). Phn tch ny xc nh cc
chng trnh v cc ti liu cn c thay i v c lng chi ph v thi gian thc
hin thay i. Sau khi thay i c s chp thun bi ngi lnh o d n v CC, tt
c cc chng trnh v cc ti liu c xc nh bi hot ng phn tch tc ng
phi c thay i mt cch hp l. Cc hot ng sau y l mt phn ca thc hin
(ci t) mt yu cu thay i:

Chp nhn yu cu thay i (vi tc ng phn tch).

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 Thit lp mt c ch theo di (tracking mechanism).

Tch ra (check-out) cc mc cu hnh cn thay i.

Thc hin cc thay i.

a cc mc cu hnh tr li mi trng (check-in).

a mc qua chu k sng (vng i) ca n.

Mt c ch da vo bng tnh (spreadsheet-based mechanism) thng c s dng

theo di trng thi ca cc yu cu thay i. i vi mi yu cu thay i, mt bng tnh
c to ra lit k danh sch tt c cc chng trnh ang b thay i v trng thi ca
chng. thc hin mt thay i, ngi kim sot cu hnh (CC) hoc bng kim sot
cu hnh (CCB) phn cng cc thnh vin ca nhm thc hin thay i (modify) cc
mc khc nhau. Cc thnh vin ca nhm s tch cc mc ra (check-out) ra khi mi
trng ca n trc khi thc hin cc thay i ny. Sau khi mt thnh vin trong nhm
lm mt thay i, chng trnh (hoc ti liu) b thay i c th c xem nh l mt
chng trnh mi chng trnh phi i qua cc trng thi khc nhau (trong vng i ca
chng trnh) trc khi n c th tr thnh mt phn ca h thng hot ng sau cng.
Mt khi tt c cc chng trnh v ti liu lin quan c thay i xong, chng s i
n trng thi baseline (sau khi tri qua chu k cuc sng ca chng), v yu cu thay
i c coi nh l c thc hin y .

9.2.3 Gim st tnh trng v kim tra (Status Monitoring and

Audits)

Mt mc cu hnh (configuration item) c th c vi trng thi. Tp hp cc trng thi c

th thay i ty thuc vo mc l mt chng trnh hay mt ti liu v loi cng c CM
ang c s dng. iu quan trng l phi xc nh chnh xc trng thi ca mi mc
bi v cc li lin quan n trng thi c th dn n nhiu vn . V d, nu mt chng
trnh khng c kim th n v nhng c chuyn sang trng thi "sn sng cho
pht hnh" (ready for release), n c th gy ra vn . Tng t nh vy, nu h thng
b hng sau khi mt chng trnh c tch ra (check-out) khi baseline ci t mt
thay i, phn mm ny c th c phn phi m khng c thay i. V vy, khi mt yu

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cu thay i c thc hin, cng quan trng xc nh cc c ch c dng nm
bt (capture) chnh xc trng thi ca mc.

Nu cc d n s dng mt c ch da trn cu trc th mc (directory structure)

trnh by trng thi ca mt chng trnh, nhiu li c th xy ra. C ch kiu ny i hi
rng cc chng trnh phi c di chuyn ng t mt th mc ny sang mt th mc
khc khi trng thi ca chng thay i v s thay i trng thi ny s c trnh by trn
mt bng tng th - lu gi trng thi ca nhiu mc khc nhau. gim thiu li v sm
pht hin c bt k li no, cc d n phi thng xuyn thc hin kim tra trng thi
ca cc mc cu hnh. Mt bo co c th c to ra trnh by v s khng nht
qun, v tt c cc khc bit ny phi c gii quyt.

Ngoi vic kim tra trng thi ca cc mc, cc d n phi kim tra trng thi ca cc yu
cu thay i. thc hin mc tiu ny, cc yu cu thay i va nhn c k t hot
ng gim st trng thi CM cui cng s c kim tra. i vi mi yu cu thay i,
trng thi ca mc nh c cp trong cc bn ghi nhn yu cu thay i (change
request records) c so snh vi trng thi thc t. Cc kim tra cng c th c thc
hin m bo rng tt c cc mc va c sa i phi tri qua ton b chu k sng
ca chng (tc l, biu trng thi) trc khi chng c kt hp vo trong baseline.

Cui cng, cc d n c th thc hin mt cuc kim tra cu hnh (configuration audit).
Ging nh cc kim tra khc, mi quan tm chnh y l m bo rng quy trnh CM
ca d n ang c thc hin theo. Baseline cho h thng c th cng c kim tra
m bo tnh ton vn (integrity) ca n khng b vi phm v c nhng mc c chuyn
n v chuyn ra khi baseline theo mt cch thc nht qun (consistent) vi cc k
hoch CM.

Ngi kim sot cu hnh (CC- configuration controller) ca d n thng tin hnh cc
cuc kim tra CM (CM audits). Sau mi cuc kim tra CM, mt bo co thng c pht
hnh lit k nhng g cn phi c thc hin gi cho cc hot ng CM nht qun
vi k hoch CM. Bng 9.1 trnh by mt v d v bo co kim tra CM cho d n ACIC
(k hoch CM ca n c a trnh by trong phn sau ca chng ny). Nh bn c
th thy, ngoi vic xem xt quy trnh, kim tra CM tp trung vo trng thi v v tr ca
cc mc cu hnh.

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 Bng 9.1. Bo co kim tra CM cho D n ACIC

Thi im s
Ngi chu hon thnh
trch nhim (Complete
STT Theo di (Observation) (Responsible) By)

1 Cc email c ghi vo trong th mc Messages/User PL, DVs 06 Aug 2000

(Mails to be logged in to the Messages/User folder)

2 Biu tun t c xem xt li s c di chuyn PL 06 Aug 2000

vo VSS
(Reviewed sequence diagrams to be moved under VSS)

3 K hoch CM s c cp nht vi nhng thay i cu CC 05 Aug 2000

trc th mc
(CM plan to be updated with the changed directory
structure)

4 Cc biu tun t hon thnh c di chuyn t PL 06 Aug 2000

khu vc ca ngi dng sang khu vc xem xt li
(Completed sequence diagrams to be moved from users'
area to the review area)

5 Cp nht li VSS phn nh cc thay i trong cu trc CC 06 Aug 2000

lu tr
(Update VSS to reflect the modifications in the storage
structure)

6 Th mc con ProjectDocs trong th mc Users phi All 06 Aug 2000

c xa sch
(ProjectDocs subfolder in Users folder to be cleaned up)

9.3 K HOCH QUN L CU HNH ACIC (THE ACIC

CONFIGURATION MANAGEMENT PLAN)

K hoch CM c trnh by y xc nh mi trng CM v cu trc th mc c

dng trong d n ACIC. K hoch CM ca ACIC xc nh r rng bn di khu vc d n
l mt cu trc th mc, c kim sot thng qua cng c Visual Source Safe (VSS),
ni lu tr tt c cc ti liu cn c kim sot. Cc tp tin m ngun (source code files)

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c kim sot thng qua Visual Age cho cng c Java (VAJ). Trong phm vi th mc
VSS, cc th mc khc nhau s c xc nh c th; cc tn ch r nhng g din ra
trong nhng th mc ny. Khu vc ca ngi s dng, ni khng kim sot c, cng
c xc nh; c mt th mc cho mi ngi dng, v mi thnh vin ca nhm c
ngha v phi thc hin theo cc hng dn th mc trong khu vc ca mnh. Tng t
nh vy, khu vc xem xt li (reviews) cng c xc nh; y l th mc cha cc
mc (items) s c xem xt li.

Sau , k hoch lit k cc mc cu hnh (configuration items), tn ca chng, v cc a

im lu tr ca chng (storage locations). Ch c cc mc cu hnh c kim sot my
c cp n y. Cc mc khng c kim sot - v d, kt qu kim th (testing
results), kt qu xem xt li (review results), cc thng ip (mesages), cc mu
(template), cc chun (standards), v.v. s c b qua; chng c lu tr trong cc
th mc tng ng ca chng trong khu vc khng c kim sot. i vi mi mc
(item), khu vc lu tr n khi n ang c pht trin l khu vc lm vic (work area).
Nu mc (item) s c xem xt li, k hoch ch ra ni m n s c di chuyn n
xem xt li, cng nh khu vc baseline bn di VSS ni m n s ri khi sau khi
c ph duyt. Ni cch khc, k hoch pht tho ra cc khu vc lu tr cho cc mc
ny khi chng tin trin (evolve).

Tip theo, k hoch m t lm th no mt ti liu di chuyn qua nhng khu vc khc

nhau tc l, m t quy trnh kim sot cu hnh cho cc ti liu. N th kh n gin:
ngi dng lm vic trn ti liu trong khu vc lm vic (work area). Khi ti liu sn
sng xem xt li, n c chuyn n khu vc xem xt li c xc nh cho n.
Nu vic xem xt li khng yu cu phi lm li (rework) bt k vic g, ti liu s c
baseline. K hoch khng xc nh mt quy trnh tng t cho m (code) bi v cc
phng php ca VAJ s c s dng.

Sau cc quyn truy cp cho cc khu vc khc nhau v VSS c xc nh. Bi v d

n ny c mt nhm nh (small team), theo sau l mt c ch truy cp tng i t do,
tt c cc thnh vin trong nhm iu c truy cp nhp-vo (check-in) v tch-ra (check-
out) vo khu vc c kim sot (controlled area).

Tip theo, quy trnh kim sot thay i (change control process) s c xc nh. u
tin, k hoch xc nh ngi chu trch nhim ng nhp vo cc yu cu thay i

215
(tc l ngi thc hin vic xem xt li), v.v. Sau , n cung cp quy trnh thc hin
thay i (change implementation process).

Ha gii (reconciliation) l mt vn ln trong nhiu d n. Nh cp trc y,

cn thit phi ha gii vn pht sinh khi c nhiu ngi ang ng thi thay i cng
mt cu hnh. i vi cc ti liu, khng c nhu cu cho vic ha gii chng bi v khng
c d kin no cho cc thay i din ra song song ln chng, v VSS c cc th tc a-
vo (check-in) v tch-ra (check-out) hnh thc (formal) m khng cho php cc thay i
din ra song song. Tuy nhin, vic ha gii cho m ngun (source code) c th l cn thit.
mc lp (class level), trch nhim ha gii thuc v ch s hu ca lp tc l
nhng ngi s dng tnh nng VAJ cho n. (Nu nhiu ngi cng thay i mt lp
cng mt thi im, VAJ lm ni bt s khc bit trong cc lp v cc phng php trong
cc phin bn khc nhau.) Ti mi mt mc quan trng, hoc bt c khi no cn thit, tt
c cc ha gii s c thc hin cho tt c m ngun.

Ha gii cng c cn n nu nh mt s thay i ng c thc hin song song

pha pht trin nc ngoi (offshore development) cng nh pha ti ch (onsite). Nu
iu ny xy ra, mt ln na VAJ c s dng; cc khc bit c xc nh, v sau
cc thay i s c trn li.

Nu nhiu d n ang cng s dng cc m ngun chung, vic ha gii gis cc d n

cng c cn n. Thng thng, tt c cc d n gi cc tp tin VAJ ca chng n
mt ngi iu phi trung tm (central coordinator) ngi s ha gii cc tp tin v tr
chng v tr li. Nhng tp tin c ha gii ny sau tr thnh baseline cho mi d
n.

Tip theo, k hoch CM xc nh cc khu vc pht hnh (release area) v cc th tc sao

lu d phng (backup procedures). Khu vc pht hnh cho m ngun l kho lu tr VAJ,
v m ngun s c pht hnh ti cui cc ct mc quan trng. ("Release" y c
ngha l vic ha gii hon thnh v ngha l mt baseline ci cng c th c giao
cho khch hng). Thit k mc cao (HLD - high-level design) c pht hnh t khu
vc VSS vo cui ca ct mc c lin quan. thc hin sao lu d phng (backup), khu
vc (area) v tn sut (frequency) c xc nh. Sau , tnh cht t nhin v tn sut
ca vic kim tra cu hnh c cp, cng vi cc vai tr v trch nhim ca ngi
kim sot cu hnh (CC - configuration controller). Trong d n ny, CC c trch nhim
bo tr cng c, thc hin cc sao lu d phng, tin hnh xem xt li, v gip nhm thc

216
hin theo cc th tc CM. (K hoch CM hon chnh c mt s yu t b sung c b
qua y.)

K hoch qun l cu hnh ca D n ACIC

1. GII THIU

B qua

2. MI TRNG CM (CM ENVIRONMENT)

H iu hnh: Windows NT trn cc my ch (servers), Windows 98 trn my tnh

c nhn (PCs)

Cc phn mm/cng c khc: MS Project 4.0, Rational Rose, Requisite Pro

Cc cng c CM: Visual Source Safe (VSS) cho cc ti liu (documents), v

Visual Age cho Java (VAJ) cho cc tp tin ngun (source files)

3. CU TRC TH MC (DIRECTORY STRUCTURE)

Khu vc d n (Project area): Itlkec02/ACIC. Tt c cc th mc s nm bn trong (bn

di) th mc ny.

Khu vc lu tr c kim sot cho cc ti liu (Controlled Storage Area for

Documents): Itlkec02/ACIC/vss. Trong khu vc c kim sot ny, c nhng th mc nh
HLD, ProgSpecs, ProjectDocs, ProjectMgmt, Requirements, Scope, TestPlans, v.v.

M ngun (Source Code): InfosysKEC/C://ivj.dat (tp tin c VAJ dng lu gi cc

tp tin ngun).

Khu vc d n khng c kim sot (Uncontrolled Project Area): Ngoi th mc c

kim sot cho VSS, c cc th mc ring bit nh ChangeRequest, ImpacAnalysis,
Issues, MilestoneReports, ReviewReports, StandardsAndChecklists, StatusReports,
Templates, v.v. Cc th mc ny khng c kim sot.

Khu vc ngi dng (User Area): Cc khu vc cho nhng ngi dng khc nhau s l
ACIC /Users/<UserId>. Mi ngi dng s theo cu trc ca khu vc c kim sot.

217
Khu vc xem xt li (Review Area): ACIC / Review. Bn trong (bn di) th mc ny
l cc th mc ring bit nh ProjectDocs, ChangeRequest, TestPlans, v.v.

4. CC MC CU HNH, T TN V LU TR

Ch c cc mc trong khu vc c kim sot c cp y. Quy c t tn theo

chun Infosys s c dng t tn cho tt c cc ti liu v cc tp tin ngun.

Khu vc Baseline/
Khu vc xem xt li v Pht hnh
Mc cu hnh kim th
(Baseline/Release
(Configuration Item) Tn (Name) Khu vc lm vic (Work Area) (Review/Test Area) Area)

Project scope document ScopeDocument.doc /vss/Scope

Use case catalog UseCaseCatalog /vss/Requirements

Screens Screens /vss/Requirements

BAR document BAR /vss/Requirements

Project plan ProjectPlan.doc /Users/<UserName>/ProjectDocs /Reviews/ProjectDocs /vss/ProjectMgmt

CM plan CM Plan.doc /Users/<UserName>/ProjectDocs/ /Reviews/ProjectDocs /vss/ProjectDocs

Project schedule ProjectSchedule.mpp /Users/<UserName>/ProjectDocs /Reviews/ProjectDocs /vss/ProjectMgmt

High-level design TAD3.0.doc /Users/<UserName>/ProjectDocs /Reviews/ProjectDocs /vss/HLD

document

Program specifications ProgSpec#<n> /Users/<UserName>/ProgSpecs/ /Reviews/ProgSpecs /vss/Prog

Specs

218
Unit test plans UnitTestPlan#<n>.doc /Users/<UserName>/TestPlans/ /Reviews/TestPlans/ /vss/TestPlans

Sequence diagrams <Description>SeqDiag /Users/<UserName>/ProjectDocs/ /Reviews/ ProjectDocs /VSS/RoseElements/

SequenceDiagrams

Class diagrams <Description>ClassDiag /Users/<UserName>/ProjectDocs/ /Reviews/ProjectDocs/VSS/RoseElements/Cla

ssDiagrams

Activity diagrams <Description>ActDiag /users/<UserName>/ProjectDocs/ /Reviews/ProjectDocs /VSS/RoseElements/

ActivityDiagrams

Source code PackageName.Classname VAJ Repository VAJ Repository VAJ Repository

Integration test plan IntegrationTestPlan /Users/ProjectDocs/TestPlans /Reviews/TestPlans /vss/TestPlans

Test plans /UseCase#.tst /Users/<UserName>/TestPlans/ /Reviews/TestPlans /vss/TestPlans

Closure report ClosureReport.doc /Users/UserName/ProjectDocs/ /Reviews/ProjectDocs /vss/ProjectDocs

5. NH S PHIN BN/SA LI (VERSION / REVISION NUMBERING)

i vi cc tp tin ngun (Source Files): Cc tp tin chng trnh ngun c mt c ch

nh s phin bn t ng (automated versioning mechanism). Cc phin bn u s l
1.0. Bt k s thay i ln no trong m ngun s c gn s phin bn l 1.1, 1.2, v.v.,
v nhng thay i nh s c s phin bn l 1.1.1, 1.1.2, v.v.

i vi cc ti liu (Document): Phin bn gc s c nh s l 0.0a. Cc phin bn

sa li (revisions) tip theo s c nh s l 0.0b, 0.0c, v.v. Phin bn baseline s l
1.0. Cc ti liu c th c thay i nh l kt qu ca vic thit k li hoc yu cu thay
i ca khch hng. Cc phin bn mi c to ra c nh s l 1.1, 1.2, v.v.

219
6. VIC DI CHUYN CA CC MC CU HNH I QUA CC KHU VC LU
TR CA CHNG

Quy trnh kim sot cu hnh cho cc ti liu nh sau:

Quy trnh kim sot cu hnh cho m ngun (Configuration control process for
source code): M c xem xt trong VAJ. Nu bt k thay i no c thc hin,
chng c thc hin trong phin bn m - ni m ngi dng ang lm vic.

Cc quyn truy cp (Access Rights)

Khu vc ngi dng (User Area): Mi ngi dng c truy cp R/W ring bit. Ngi
lnh o d n c quyn truy cp R/W n tt c.

Khu vc xem xt li (Review Area): Tt c u c truy cp R/W.

Khu vc VSS (VSS Area): Tt c u c quyn nhp-vo (check-in) v tch-ra (check-

out).

220
Kim sot thay i (Change Control)

Cc yu cu thay i s c ghi li vo u? ChangeRequest.xls

(Where is the change request logged?)

Ai ghi nhn cc yu cu thay i? Bt k thnh vin ca nhm (Any team members)

(Who logs the change request?)

Ai xem xt li cc yu cu thay i? Ngi lnh o d n (Project leader)

(Who reviews the change request?)

Ai ph duyt cc yu cu thay i? Ngi lnh o hoc ngi qun l kinh doanh

(Who approves the change request?) (Project leader or business manager)

Dng cng vic cho yu cu thay i (Workflow for Change Request)

Cc ti liu ha gii (Reconciliation Documents)

Tt c cc ti liu c lu trong VSS. Ch c mt tch-ra (check-out) duy nht c

php ti mt thi im nht nh.

M ngun (Source Code)

Ha gii cho ti ch/cho xa (Onsite/Offshore Reconciliation): Tham kho n ti liu

bit phng php Ci t & Ha gii VAJ (VAJ Setup & Reconciliation).

Ha gii gia cc d n (Interproject Reconciliation): ha gii gia cc d n s c

thc hin ngay khi c mt bn pht hnh (release).

221
Ha gii bn trong cc d n (Intraproject Reconciliation): Ha gii mc lp (class-
level) s l trch nhim ca ch s hu lp. Cc ngy ha gii (reconciliation dates) s
c quyt nh trong cuc hp d n hng tun. Cc hng dn VAJ cho ha gii s
c s dng.

Pht hnh (Release)

Trch nhim cho vic xy dng

pht hnh v pht hnh
Mc cu hnh Khu vc pht hnh Thi im pht hnh
(Responsibility for Building the
(Configuration Item) (Release Area) Release and Releasing) (When Released)

Source Code VAJ Repository Ngi ch ca khng gian lm vic cui ca phn tch ct mc

(Workspace Owner) (At the end of the milestone analysis)

HLD vss/HLD Ngi lnh o d n (PL) cui ca giai on thit k mc cao

(At the end of high-level design phase)

Sao lu (Backup)

Khu vc lu tr
c sao lu
Phng tin sao lu C ch nh s
(Storage Area to
Be Backed Up) (Backup Media) (Numbering Scheme) Sao lu (Backup)

Tn sut Trch nhim)

(Frequency) (Responsibility)

Itlkec15 / Bng (Tape) As per Infosys stds. Hng tun Ngi qun tr h thng
(system administrator)
(Weekly)

222
VAJ repository ITLKEC02\\\\ ProjectBackup mmmddyyyy.dat 2 ln mi CC
(ivj.dat of server) tun

(Twice a
week)

VAJ.icx and.ide files ITLKEC02\\\\Users mmddyyyy.ide v Hng ngy Ngi s dng (Users)
\\<Username> \\General mmmddyyyy.ic x
(Daily)

Th tc lu tr (Archival Procedure)

Vic lu tr s c thc hin bi ngi qun l h thng Infosys bng cch s dng
cc th tc chun.

Kim tra cu hnh (Configuration Audit)

Kim tra (Type of Audit) Tn sut (Frequency)

Kim tra CC (CC audit) Mi 2 tun (Every two weeks)

Kim tra baseline (Baseline audit) Mi thng 1 ln (Once a month)

Hon tt sn phm cng vic cui mi ct mc (At the end of a milestone)

(Work product completion)

Pht hnh (Release) Trc khi pht hnh (Before release)

Kim tra bt ng (Surprise audit) Bt k lc no (Any time)

Trch nhim ca ngi kim sot cu hnh

nh hng CM cho nhm d n (CM orientation for project team)

Trin khai cng c CM nu c th (CM tool deployment if applicable)

Theo di trng thi ca mc cu hnh (Configuration item status tracking)

m bo sao lu v lu tr d phng (Ensuring backups and archival)

Tin hnh kim tra CM theo k hoch (Conducting CM audits as planned)

223
 To cc bo co kim tra CM (Generating CM audit reports)

Theo di cc khc bit khi kim tra CM kt thc d n (Tracking CM audit

discrepancies to closure)

9.4 TM TT

Mt sn phm phn mm thng thng bao gm nhiu chng trnh v ti liu, v cc

mc (items) ny thay i v tin trin trc khi chng c hon thnh cho h thng cui
cng. V l do ny, qun l cu hnh phn mm l mt vn quan trng.

Sau y l mt s bi hc t quy trnh CM c s dng ti Infosys:

Xc nh quy trnh CM n cho php cc d n x l cc cp nht ng thi, hy

b cc thay i (undo a change), t c phin bn mi nht ca mt chng
trnh, xc nh trng thi (tnh trng) ca mt chng trnh, v ngn chn nhng
thay i tri php. S dng vic kim sot phin bn (version control), theo di yu
cu thay i (change request tracking), v cc c ch qun l th vin (library
management mechanisms) h tr nhng kh nng ny.

Pht trin mt k hoch CM ring bit t k hoch qun l d n. K hoch CM

phi xc nh mi trng (environment), cc mc cu hnh (configuration items), v
quy c t tn (naming convention) ca chng, cc khu vc lu tr (storage
areas) cho cc mc cc trng thi khc nhau, v phng php qun l cc thay
i i vi cc mc, bao gm vic nh s phin bn v ha gii, kim sot truy
cp, v pht hnh v cc chnh sch sao lu d phng.

Thc hin cc cuc kim tra CM (CM audits) v kim tra trng thi (tnh trng)
m bo rng k hoch CM ang c thc hin theo.

Tng ng vi CMM, cc hot ng c tho lun trong chng ny p ng rt nhiu

yu cu ca KPA Qun L Cu Hnh Phn Mm (Software Configuration Management)
ca CMM mc 2. Cc phng php thc hin cc thay i yu cu p ng mt s kha
cnh ca KPA Qun L Yu Cu (Requirements Management). Vic baseline v kim
sot cc sn phm cng vic v m cng p ng yu cu ca cc KPA nh Qun L
Yu Cu (Requirements Management) v Lp K Hoch Cho D n Phn Mm (Software
Project Planning).

224
9.5 CC THAM KHO

1. E.H. Bersoff, V.D. Henderson, and S.G. Siegel. Software configuration management: A
tutorial. IEEE Computer, Jan. 1979.

2. E.H. Bersoff. Elements of software configuration management. IEEE Transactions on

Software Engineering, Jan. 1984.

3. W. Humphrey. Managing the Software Process. Addison-Wesley, 1989.

4. D. Whitgift. Methods and Tools for Software Configuration Management. John Wiley
and Sons, 1991.

5. P. Jalote. CMM in Practice: Processes for Executing Software Projects at Infosys.

Addison-Wesley, 2000.

225
Phn II: Thc hin v kt thc d n

Chng 10. Xem xt li

Chng 11. Gim st v kim sot d n
Chng 12. Kt thc d n

226
 Chng 10. Xem xt li

Bn c th kim tra cht lng mt chng trnh bng cch kim th. Nhng lm th no
bn kim tra c k hoch kim th ang c s dng c cha cc ca kim th
(test case) ng khng? V lm th no bn kim tra mt thit k (design) pht hin
cc li thit k (design errors) hoc kim tra cc c t yu cu (requirement specification)
pht hin li (defects)? Xem xt li (reviews) l phng php hiu qu nht v thng
c s dng xc nh li, khng ch trong cc ti liu (documents) nh k hoch kim
th (test plan) v ti liu thit k (deisgn document) m cn trong m (code). Xem xt li
cung cp cho cc nh qun l thy c (visibility) tin b ca d n, mt ci g c th
gip h c nhng hnh ng chn chnh kp thi. i vi mt ngi qun l d n, xem
xt li cung cp mt s li th khc sau y:

Thng qua xem xt li, cc ti nng gii nht trong cng ty c th c s dng
trong mt d n ngay c khi h khng c phn cng cho n.

Xem xt li gip duy tr ng lc ca nhm (team motivation) bng cch cho mi

ngi mt cm gic v thnh tch, s tham gia, v cng nhn.

Thng qua xem xt li, cc thnh vin trong nhm c th pht trin cc k nng
ca h v nhng ngi cp cao c th lm c vn cho nhng ng nghip c t
kinh nghim.

Xem xt li gip phng nga li bng cch to ra nhn thc (awareness) nhiu
hn v chng.

Chng ny tho lun v quy trnh xem xt li c s dng ti Infosys v gii thch
lm th no d liu c thu thp v c s dng theo di v kim sot nhng xem
xt li ny. Chng ti cng xem xt ngn gn lm th no th nghim c dng
thuyt phc cc nh qun l d n v gi tr ca hot ng xem xt li bi nhm (group
reviews).

10.1 QUY TRNH XEM XT LI (THE REVIEW PROCESS)

Xem xt li (reviews) c th c thc hin bng nhiu cch khc nhau. Mt xem xt li
bi nhm theo ng hnh thc (formal group review), cn c gi l thanh tra

227
(inspection), c l l mt la chn tt nht xc nh li. Thanh tra phn mm (software
inspection) ln u tin c xut bi Fagan [1][2]. Cc thanh tra trc y ch tp
trung vo m, nhng trong nhng nm qua k thut ny lan rng n cc sn phm
cng vic (work product) khc. Ngy nay, thanh tra phn mm c cng nhn l thc
hnh tt nht ca cng nghip, vi ngun d liu ln chng minh rng chng gip
nng cao cht lng v nng sut (v d, xem cc bo co trong Gilb v Graham [3]
Grady v Slack [4], v Weller [5]). Mt s cun sch v ch ny m t rt chi tit v
vic lm th no thc hin thanh tra [3][6][7].

Quy trnh xem xt li c bn ti Infosys l vic xem xt li bi nhm (group review), n

tng t nh thanh tra. Mt xem xt li bi nhm l mt phn tch mt sn phm cng
vic (work product) c lm bi mt nhm cc ng nghip bng cch theo mt quy
trnh c nh ngha (xc nh) r rng. Cc mc tiu ca xem xt li l nng cao
cht lng bng cch tm ra cc li (defects) v nng cao nng sut bng cch tm cc li
mt cch hiu qu v mt chi ph. Ngoi ra, xem xt li cung cp cc u vo (inputs) v
kh nng nhn thy c tnh trng (visibility) gip ch cho qun l d n cht lng
ca cc sn phm cng vic. Mt xem xt li bi nhm c xy dng bi nhng ngi
k thut (technical people), v tp trung vo vic xc nh cc vn (problem), nhng
khng i gii quyt chng.

Quy trnh xem xt li bi nhm bao gm nhiu giai on: lp k hoch (planning), chun
b v tng quan (preparation and overview), hp xem xt li bi nhm (group review
meeting), v lm li cng vic v s tip tc (rework and follow-up). Nh c trnh by
trong Hnh 10.1, cc giai on ny thng c thc hin theo mt th t tuyn tnh.

Hnh 10.1. Quy trnh xem xt li bi nhm

228
Trong mt s trng hp, xem xt li bi nhm c th l qu mc cn thit; cho nn mt
hnh thc hn ch hn ca xem xt li bi nhm c th mang li hiu qu hn v chi ph.
Infosys, xem xt li bi mt ngi (one-person review), c tho lun trong phn sau,
cng c thc hin.

10.1.1 Lp k hoch (Planning)

Mc tiu ca giai on lp k hoch l chun b cho vic xem xt li bi nhm bng

cch chn nhm xem xt li (group review team) v lp k hoch xem xt li. Tc gi ca
sn phm cng vic m bo rng cc sn phm cng vic sn sng cho vic xem xt
li bi nhm v rng tt c cc tiu chun thch hp c p ng. Ngi qun l d
n, di s ng ca tc gi, trc tin s chn ra ngi iu phi (moderator); sau ,
di s ng ca ngi iu phi, ngi qun l d n la chn nhng ngi xem xt
li (reviewers) khc. Trch nhim tng th ca ngi iu phi l m bo rng vic xem
xt c thc hin ng v rng tt c cc bc trong quy trnh xem xt li c thc
hin theo. Nhng ngi xem xt li (reviewers) (cn c gi l thanh tra vin/inspectors)
c trch nhim xc nh li trong cc sn phm cng vic. Ni chung, tc gi cng l mt
trong nhng ngi xem xt li; ngi iu phi c th cng l ngi xem xt li.

C gng nu c th, khng nn b sung thm ngi cp trn no vo bi v s hin din

ca h c th ngn cn nhng ngi xem xt li a ra cc vn hoc li. Tuy nhin,
nu tc gi mong mun, ngi lnh o d n cng c th tham gia.

Mt khi nhm xem xt li (review team) c chn ra, tc gi (author) chun b mt gi

(package) c phn pht nhm xem xt li n. Gi ny bao gm cc sn phm cng
vic cn c xem xt li, cc c t (specification) ca n, v cc danh sch kim tra
(checklists) v cc tiu chun c lin quan. Thng thng, cc c t cho cc sn phm
cng vic l u ra ca giai on trc v n c cn kim tra tnh ng n ca
sn phm cng vic hin ti.

10.1.2 Tng quan v chun b (Overview and Preparation)

Mc ch ca giai on tng quan v chun b l phn pht gi (package) c xem

xt li bi nhng ngi xem xt li v gii thch v sn phm cng vic, nu cn thit.
Ti liu (material) c th c phn phi v gii thch trong mt cuc hp ban u. Ngi
iu phi m cuc hp ny vi mt trnh by ngn gn v cc sn phm cng vic, mc

229
tiu xem xt li bi nhm, v, nu cn thit, mt tng quan v quy trnh xem xt li bi
nhm. Tc gi c th cung cp mt hng dn ngn gn v cc sn phm cng vic, bao
gm mt bn tm tt v bt k vn no cn c quan tm c bit hoc cc khu vc
kh hiu. Trong sut giai on tng quan ny, bt c iu g c bit v d n hoc cc
sn phm cng vic s c nh du. Bc ny l mt ty chn v c th c b qua.
Trong trng hp , ngi iu phi ch cn cung cp mt bn sao ca gi n nhng
ngi xem xt li.

chun b cho cuc hp xem xt li bi nhm (group review meeting), nhng ngi xem
xt li t xem xt li (self-review) cc sn phm cng vic. Bt c khi no sn phm cng
vic xut hin mt li, nhng ngi xem xt li s ghi ch cc gii thch vo trong mt bn
ghi t chun b (self-preparation log) (c m t chi tit trong phn 10.2.1). H cng ghi
li thi gian xi cho vic t xem xt li ny. Trong sut qu trnh t xem xt li ny, h
s dng bt k danh sch kim tra (checklists), hng dn (guidelines), v cc tiu chun
(standards) c lin quan.

L tng nht, bc chun b ny nn c thc hin ch trong mt ln ngi lm (one

sitting). Thi gian c ngh cho chun b ny l mt gi cho mi ln c cuc hp xem
xt li bi nhm.

10.1.3 Hp xem xt li bi nhm (Group Review Meeting)

Mc ch c bn ca cuc hp xem xt li bi nhm i n thng nht mt danh sch

li cui cng; danh sch ny da trn danh sch ban u cha cc li v cc vn pht
sinh c bo co bi nhng ngi xem xt li v nhng li hoc vn mi c tm
thy qua tho lun trong sut cuc hp.

Trc khi cuc hp c ln k hoch, ngi iu phi (moderator) trc tin s kim tra
xem tt c nhng ngi xem xt li c chun b trc cha. Xc minh ny lin quan
n mt cuc kim tra ngn v d liu n lc v d liu v li trong cc bn ghi t chun
b (self-preparation logs) xc nhn rng c s u t y v thi gian v s
quan tm giai on chun b. Nu vic chun b cha c lm y , xem xt li bi
nhm s b hon li cho n khi tt c nhng ngi tham gia chun b y .

Khi mi th sn sng, cuc hp xem xt li bi nhm s c t chc. Mt ngi xem

xt (reviewer) c ch nh l ngi ghi chp v khc ngi c. Cuc hp c tin

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hnh nh sau. Ngi c i qua cc sn phm cng vic (work product) tng dng tng
dng mt (hoc bt k n v nh thun tin no khc), din gii mi dng cho nhm. (Mt
s cuc hp khng bao gm din gii, trong trng hp ny, vai tr ca ngi c khng
c th hin.) bt k dng no, nu bt k mt ngi xem xt li no trc y
xc nh c cc vn pht sinh hoc va tm thy nhng vn mi trong cuc hp
ny trong khi ang lng nghe nhng ngi khc, anh ta s gi tay ln. C th c mt
cuc tho lun v vn c a ra ny, v nhng ngi xem xt li khc c th ng
hoc khng ng vi n. Trong mi trng hp, tc gi xem xt li vn pht sinh
ang c tho lun v hoc lm r l do ti sao n khng phi l mt vn hoc chp
nhn n nh l mt li (defect) hay l mt vn m (issue). Ngi chu trch nhim ghi
chp s ghi li cc vn v cc li va c xc nh.

Vo cui cuc hp, ngi ghi chp trnh by danh sch cc vn m (open issues) v
li (defects) va c xc nh trong cuc hp, v phi tri qua mt cuc xem xt li sau
cng bi cc thnh vin trong nhm. Lu rng quy trnh xem xt li ch n thun i xc
nh cc li v cc vn pht sinh. Nhm khng c mc ch i xc nh cc gii php
(solutions); hot ng ny s c thc hin sau ny bi tc gi (author).

Nu c t sa i c yu cu, trng thi ca xem xt li bi nhm l "chp nhn"

(accepted). Nu nhiu sa i c yu cu, mt cuc hp tip theo hoc vic xem xt li
c th l cn thit xc minh xem cc thay i c kt hp li mt cch ng n
cha. Ngi iu phi gi v nhng g s c thc hin. Khng ging nh mt li
(defect) ci m m tc gi l ngi c trch nhim sa cha - ngi iu phi c th
phn cng cc vn (issues) cho nhng ngi khc nhau gii quyt. Vic phn cng
c thc hin trc khi cuc hp kt thc. i khi, cc gi lin quan n vic xem xt
li trong cc giai on tip theo cng c lm. V d, xem xt li mt thit k chi tit
(detailed design review), nhm c th ngh nhng m-un m (code modules) no nn
c xem xt li bi nhm trong giai on xy dng (build phase).

Ngi iu phi l ngi ph trch cuc hp v m bo rng cuc hp lun tp trung

vo cc mc ch c bn ca n - xc nh li ch khng b thoi ha thnh mt cuc
hp a ra cc kin chung chung (general brainstorming session) hoc l cuc hp ch
trch tc gi. Ngi iu phi phi c o to chnh quy v lm th no ch o
(hng dn) xem xt li hoc phi c kinh nghim nh l mt ngi tham gia xem xt li.
Trong sut cuc hp, ngi iu phi phi m bo rng tt c nhng ngi tham gia

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ng gp mt cch c hiu qu, tt c mi ngi c nghe ni, tha thun thng
nht v nhng pht hin trong sut qu trnh xem xt li, v mc quan tm khng b
gim. Mt trch nhim quan trng l phi m bo rng trng tm vn lun l i xc nh
vn ch khng b li cun vo vic i gii quyt vn . Nhn chung, vic ch o
(hng dn) cuc hp mt cch c trnh t v thn tnh l trch nhim ca ngi iu
phi. Sau cuc hp, ngi iu phi phi m bo rng tt c nhng ngi tham gia hi
lng, bo co xem xt li th y v truyn ti vn r rng, v cc hot ng tip
theo s c thc hin.

Trong mt cuc hp xem xt li, mt ngi c th c phn cng mt s vai tr hp l,

vi cc hn ch l tc gi khng c lm ngi iu phi hay ngi c (reader), v
ngi iu phi khng c lm ngi c. S hn ch ny c ngha l kch thc ti
thiu ca nhm xem xt li l ba: tc gi, ngi iu phi, v ngi c. C ba ngi ny
cng c th l ngi xem xt li, v mt trong s h c th ng vai tr lm ngi ghi
chp.

10.1.4 Lm li v cc cng vic tip theo (Rework and Follow-up)

Tc gi thc hin lm li (rework) sa cha tt c cc li c a ra trong cuc

hp xem xt li. Tc gi cng c th phi lm li sn phm cng vic (work product) nu
ngi iu phi ngh. Ngoi ra, nu nhng ngi xem xt li c phn cng cc
vn m (open issues), h phi iu tra nhng vn ny v a ra kt qu iu tra
cho tc gi v ngi iu phi.

Tc gi xem xt li cc iu chnh (corrections) cng vi ngi iu phi hoc, nu ngi

iu phi va quyt nh xem xt li mt kt qu xem xm li (re-review). Ngi ghi
chp m bo rng bin bn bo co v cuc hp xem xt li c truyn t n cc
thnh vin ca nhm xem xt li. Sau khi tt c cc vn v li c ng li, ngi
iu phi m bo rng cc kt qu ca nhm xem xt li v d liu c ghi li v
rng biu mu tm tc vic xem xt li bi nhm (xem phn 10.2.3) phi c np cho
nhm quy trnh cng ngh phn mm (SEPG) v ngi lnh o d n.

10.1.5 Xem xt li bi mt ngi (One-Person Review)

Xem xt li bi nhm l cch rt hiu qu xc nh li. Tuy nhin, chi ph ca n cng

cao: Nhiu ngi dnh nhiu thi gian chun b cng nh trong cuc hp xem xt li.

232
Ngoi ra, vic t chc cc cuc hp xem xt li cng l mt vn phc tp. Nu sn
phm cng vic (work product) c nhiu li hoc quan trng, chi ph ny l hp l. Tht
vy, cc xem xt li bi nhm l mt cch hiu qu v mt chi ph pht hin ra cc li.
Nhng s nh th no nu cc sn phm cng vic l tng i n gin, n hu nh
khng c nhiu li, v khng phi l rt quan trng? Trong trng hp ny, cc n lc
(effort/chi ph) m nhm xem xt li phi b ra c th khng hp l. Tuy nhin, thc hin
mt s xem xt li cho cc sn phm cng vic nh vy c th l hu ch - khng ch
pht hin li m cn t c nhng li ch v tm l khi tc gi bit rng s c mt ai
khc xem xt li sn phm ca mnh.

i vi tnh hung nh vy, xem xt li bi mt ngi (one-person review) c l l mt

gii php thch hp hn. Tc l, i vi cc sn phm cng vic c quan trng trung
bnh hoc phc tp, xem xt li bi mt ngi c th thay th cho xem xt li bi nhm.
Cc xem xt li bi mt ngi (one-person reviews) l cc xem xt li theo ng hnh thc
(formal reviews) nhng t tn km hn so vi xem xt li bi nhm bi v chng khng
cn n mt nhm ngi xem xt.

Quy trnh cho cc xem xt li bi mt ngi l tng t nh quy trnh xem xt li bi

nhm. Tc gi (author), tham kho kin ca ngi lnh o d n, xc nh ngi xem
xt li (reviewer). Xem xt li ny c xp lch (scheduled), v ngi xem xt li nhn
mt gi (package) chi tit. Ngi xem xt li xem xt li sn phm cng vic mt mnh v
chun b cho cuc gp g vi tc gi. Cuc hp xem xt li (review meeting) ch c hai
ngi tham gia: tc gi v ngi xem xt li. Trong sut cuc hp, mt bn ghi chp li
cc vn pht sinh (issues) v li (defects) c to ra. Ngi xem xt li thng bo
cho ngi lnh o d n (project leader) khi no vic xem xt li s kt thc. Ngi lnh
o d n chu trch nhim cho vic theo di cc li cho n khi chng ng li.

10.1.6 Cc hng dn cho vic xem xt li trong cc d n

(Guidelines for Reviews in Projects)

Khng phi tt c cc sn phm cng vic (work products) trong mt d n iu phi tri
qua xem xt li bi nhm bi v n tn km v c th khng mang li li ch tng xng.
Sau y l mt s hng dn chung cho vic la chn cc sn phm cng vic xem
xt li.

233
i vi mt d n c th, tiu chun v quyt nh thc t lin quan n cc sn phm
cng vic c xem xt li c a ra bi ngi qun l d n v nhm xem xt
li cc sn phm cng vic ca cc giai on trc. Xc nh trc mc ch cho kt qu
xem xt li, nhm c th th a ra quyt nh tt hn v nhng g cn c xem xt
trong phn cn li ca d n v phng php s dng. Bi v cc sn phm cng vic
ca phn u ca chu k sng l quan trng v bi v li trong chng c nhiu nh hng
ti cc giai on sau, cc sn phm cng vic sau y c khuyn co c xem xt
li bi nhm:

K hoch qun l d n (project management plan)

c t yu cu (requirement specification)

K hoch kim th h thng (system test plan)

Thit k mc cao (high-level design)

K hoch kim th tch hp (integration test plan)

Vo cui quy trnh xem xt li thit k mc cao, nhm xem xt li lm mt ngh

xem xt li cc thit k chi tit. Cc ngh tng t nh vy c thc hin cho m
(code) vo cui quy trnh xem xt li thit k chi tit.

Mc d quy trnh xem xt li th tng t cho bt k sn phm cng vic no, nhng vn
c mt s khc bit nm mi quan tm (focus) ca vic xem xt li, tiu chun u vo
(entry criteria), v cu trc (makeup) ca nhm xem xt li da theo tnh cht (nature) ca
sn phm cng vic. Cc danh sch kim tra (checklists) c s dng cng ph thuc
vo tnh cht ca cc sn phm cng vic. Bng 10.1 tm tt cc hng dn cho mt s
sn phm cng vic. Cc hng dn cho cc sn phm cng vic khc th tng t.

Bng 10.1. Cc hng dn xem xt li cho mt s sn phm cng vic

Sn phm
cng vic Nhng ngi tham
(Work Tiu chun u vo gia
Product) Mi quan tm (Focus) (Entry Criteria) (Participants)

c t yu cu Cc yu cu p ng Ti liu tun theo cc Khch hng

234
 ng yu cu khch hng chun (Customer)
(Requirement (Requirements meet (The document Nhng ngi thit
specification) customer needs.) conforms to the k (Designers)
Cc yu cu phi ci t standards.) Ngi kim th
c h thng
(Requirements are (System testing)
implementable.) Nhm ci t
B st, khng nht qun, (Installation team
v m h trong cc yu member)
cu Tc gi ca ti lu
(Omissions, ngi dng (User
inconsistencies, and documentation
ambiguities in the author)
requirements.)

Thit k mc Thit k mc cao Ti liu tun theo cc Tc gi ti liu

cao ci t cc yu cu chun yu cu
(High-level (High-level design (The document (Requirements
design) implements the conforms to the author)
requirements.) standards.) Ngi thit k chi
Thit k phi ci t Cc yu cu va tit
c c xem xt li v (Detailed
(The design is hon thnh designer)
implementable.) (The requirements Nh pht trin
B st v cc li khc have been reviewed (Developer)
trong thit k and finalized.)
(Omissions and other
defects in the design.)

M M ci t cho thit k M bin dch v ng Ngi thit k

(Code implements the theo cc kiu v tiu (Designer)
(Code) design.) chun khc Ngi kim th
M phi y v ng (The code compiles (Tester)
n and passes style and Nh pht trin
(Code is complete and other norms.) (Developer)
correct.)
Cc li trong m
(Defects in code.)

235
Cc ca kim Tp hp cc ca kim th Cc yu cu va Tc gi ti liu
th h thng phi kim tra tt c cc c baseline yu cu
iu kin trong cc yu (Requirements have (Requirements
(System test cu been baselined.) author)
cases) (The set of test cases K hoch kim th h Ngi kim th
checks all conditions in thng th nht qun (Tester)
the requirements.) vi cc chun Ngi lnh o
Cc ca kim th h thng (System test plan is d n
l ng n consistent with the (Project leader)
(System test cases are standards.)
correct.)
Cc ca kim th phi
thc hin c
(Test cases are
executable.)

K hoch qun K hoch qun l d n K hoch qun l d Ngi lnh o

l d n p ng c yu cu n s dng cc bn d n
(Project qun l v kim sot d mu chun (Project leader)
management n (The project Thnh vin nhm
plan) (Project management management plan quy trnh cng
plan meets project follows the standard ngh phn mm
management and control template.) (SEPG member)
needs.) Mt ngi lnh
S y o d n khc
(Completeness.) (Another project
K hoch qun l d n leader)
phi ci t c
(Project management
plan is implementable.)
B st v m h
(Omissions and
ambiguities.)

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10.2 THU THP D LIU (DATA COLLECTION)

Thu thp d liu trong sut quy trnh xem xt li l rt quan trng. Bn nhn thy rng
cc giai on khc nhau trong quy trnh ny, d liu c ghi nhn li. Bi v xem xt li
l quy trnh ch yu da vo con ngi (human processes), nu d liu khng c ghi
li, thng tin c th d dng b mt i. Ngoi vic ghi nhn li cc li (defects) c xc
nh bi quy trnh xem xt li, d liu v n lc (chi ph/effort) cng phi c ghi li. D
liu chi tit v li c cn theo di li trong d n. D liu v li tng th v n lc
(chi ph) c cn phn tch hiu qu ca quy trnh xem xt li (effectiveness of the
review) v xy dng baseline v kh nng xem xt li (review capability baseline). Do
, cc d liu tm tt (summary data) cho mi xem xt li c lu gi trong mt c s
d liu v xem xt li (review database). Phn ny m t cc biu mu ch cht c s
dng thu thp d liu trong sut quy trnh xem xt li ti Infosys.

10.2.1 Bn ghi t chun b (Self-Preparation Log)

Nhng ngi xem xt li s dng mt bn ghi t chun b ghi li tt c cc li (defects)

hoc cc vn (issues) c tm thy trong sut quy trnh xem xt li mt cch c lp
bi mi c nhn h (individual review). N lc (chi ph) b ra trong sut quy trnh xem xt
li cng c ghi nhn li. Mi ngi xem xt li chun b bn ghi ny. Ngoi vic xc
nh d n (project code), sn phm cng vic (work product), ngi xem xt li (reviewer
name), v cc s kin khc, cc mc trong bn ghi xc nh v tr (location) ca vn
hoc li v nh gi (assessment) ca ngi xem xt li v mc nghim trng
(seriousness) hoc nguy kch (criticality) ca n. Biu mu c trnh by Hnh 10.2 c
th c s dng nh l hoc c thc hin thng qua mt bng tnh (spreadsheet).

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 Hnh 10.2. Bn ghi t chun b

10.2.2 Bn ghi cuc hp xem xt li bi nhm (Group Review

Meeting Log)

Ngi ghi chp chun b mt bn ghi cho cuc hp lit k (list) cc li (defects) v cc
vn (issues) va c xc nh trong sut cuc hp. Do , n bao gm tt c cc li
c tm thy bi tng ngi xem xt li n l khi h t xem xt li v cc li ny
va c tho lun trong sut cuc hp xc nhn (validated) rng chng ng l li
hoc vn , cng nh cc li b sung va c tm thy trong sut cuc hp. Khng
ging nh bn ghi t chun b, trong lit k cc li c pht hin bi mt ngi xem
xt li, bn ghi cuc hp xem xt li bi nhm ch lit k cc li va c s ng ca
tc gi. Ni cch khc, n ch lit k cc li thc s c tm thy, v n l danh sch
li chnh thc (official defects list) ca vic xem xt li.

Ngoi ra v tr (location) v m t (description) ca mi li, mc nghim trng (severity)

ca n cng c ghi li trong bn ghi ny. Mc nghim trng phn nh s ng
thun ca nhm xem xt li. Nh tho lun trong Chng 7, mc nghim trng ca
mt li c th l nghim trng (critical), ln (major), nh (minor), hoc nh bn ngoi
(cosmetic). Nu c th, hy xc nh giai on (stage) m li c tim vo (injected)
v loi li (type).

238
Cc vn (issue) c nu ra c lit k trong mt bn ghi ring bit. i vi tng vn
, mt ngi s c phn cng (assigned to) gii quyt n. Bn ghi nhn ny cng
cha n lc tng cng xi (tnh theo ngi-gi (person-hours)) trong cuc hp.

Hnh 10.3 cho thy nh dng ca bn ghi cuc hp xem xt li bi nhm. N c th c

thc hin thng qua mt bng tnh hoc mt s c ch khc.

Hnh 10.3. Bn ghi cuc hp xem xt li bi nhm

10.2.3 Bo co tm tt xem xt li bi nhm (Group Review

Summary Report)

Bn ghi li c s dng theo di tt c cc li cho n khi ng li (closure). Tuy

nhin, phn tch tnh hiu qu ca mt quy trnh xem xt li, ch cc thng tin mc
tm tt (summary-level information) c cn n. Thng tin ny cng c cn n
cp nht li baseline v xem xt li (review baseline). ci tin quy trnh v hiu v quy
trnh xem xt li, bo co tm tt xem xt li bi nhm l phn t quan trng nht. V th,

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thng tin ny c lu gi ring bit vo trong mt c s d liu v xem xt li (review
database) dng cho vic phn tch.

Bo co tm tt (summary report) m t sn phm cng vic (work product); n lc tng

cng (total effort) v s tin (amounts) xi cho mi hot ng (activity) trong quy trnh
xem xt li, tng s li c tm thy theo mi loi li (type); v kch thc (size) ca sn
phm cng vic ang c xem xt li. Nu loi li c ghi nhn, s li theo mi loi
c th c ghi li trong bn bo co tm tt. Ngoi cc d liu v n lc v li, bn bo
co tm tt cn cha cc ngh cho giai on tip theo. Cui cng, bn bo co tm tt
cho bit c cn phi lm li xem xt li (re-review) hay khng. Mt bn bo co tm tt
y s c trnh by phn sau trong chng ny.

10.3 GIM ST V KIM SOT (MONITORING AND CONTROL)

Hiu qu ca quy trnh xem xt li ph thuc vo vic quy trnh ny c trin khai tt
nh th no. V d, nu ch c hai li c tm thy trong qu trnh xem xt li mt
chng trnh 500 dng m hoc mt ti liu thit k 20 trang, r rng vic xem xt li l
khng c hiu qu. L do ph bin nht nh gi mt xem xt li l ngho nn l n
khng c thc hin vi s tp trung y v nghim tc. Tr khi vic xem xt li
c thc hin nghim tc, chng c th s l mt s lng ph ln v thi gian nu khng
em li bt k li ch no, hoc chng c th c xem nh l mt bc kim tra c
thc hin cm chng.

Lm th no mt ngi qun l d n hay ngi iu phi nh gi xem mt xem xt

li c hiu qu khng m c ta c th ra quyt nh v cc hot ng tng lai? Mt
cch hiu qu theo di (monitoring) v kim sot (controlling) quy trnh xem xt li l
s dng cc nguyn l ca phng php Kim sot quy trnh dng thng k (SPC -
statistical process control) - c thc hin thng qua cc biu kim sot (control
charts). Bi v s lng im d liu (data points) xem xt li - c bit l xem xt
li m - c th ln, cc k thut thng k (statistical techniques) c th c p dng vi
s t tin v cht ch. Phn ny tho lun lm th no Infosys theo di, gim st, v kim
sot vic xem xt li bng cch s dng cc k thut thng k.

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10.3.1 Baseline v kh nng xem xt li (The Review Capability
Baseline)

Lm th no SPC c th c p dng gim st vic xem xt li? p dng SPC,

nhng ngi qun l d n phi xc nh cc tham s nng lc ti hn (critical
performance parameters), xc nh cc gii hn kim sot (control limits) cho chng, v
sau theo di hiu sut thc t (actual performance). Chng c th xy dng cc biu
kim sot (control charts) bng cch v (plotting) cc tham s hiu sut ca cc xem
xt li (reviewers) v sau s dng cc biu nh gi hiu qu ca mt xem xt
li. Mt tip cn khc l i thit lp cc gii hn kim sot cho cc tham s khc nhau v
sau s dng phm vi (range) xc nh hiu qu. Mc d tip cn th hai ny c
nhng hn ch bi v biu chy (run chart) khng c sn, nhng n rt d dng
c p dng. Infosys, tip cn th hai c s dng.

Infosys, cc gii hn kim sot c xc nh cho cc tham s hiu sut sau y:

tc bao ph trong sut qu trnh chun b (coverage rate during preparation), tc
bao ph trong sut cuc hp xem xt li bi nhm (coverage rate during the group review
meeting), mt li nh hoc nh bn ngoi (defect density for minor or cosmetic defects),
v mt li nghim trng hoc ln (defect density for serious or major defects) (mt
li tng th c tnh bng tng ca hai mt li ny). Cc gii hn ny c xc nh
t d liu qu kh (past data) v t baseline v kh nng xem xt li (review capability
baseline). To v bo tr baseline ny l nhng l do quan trng thu thp d liu tm
tt ca cc xem xt li. Bng 10.2 cho thy baseline v kh nng xem xt li bi nhm.

Baseline v kh nng xem xt li bi nhm trong Bng 10.2 cung cp, cho cc loi sn
phm cng vic khc nhau, tc bao ph trong qu trnh chun b, tc bao ph trong
qu trnh xem xt li, v mt li nh v nghim trng (mt li tng th l tng ca
hai mt ny). Mt li c chun ha (normalized) tng ng vi kch thc,
y kch thc c o bng s lng trang (pages) cho tt c cc sn phm cng vic
khng phi m (noncode) v bng s dng m (LOC - lines of code) cho cc sn phm
cng vic l m (code). i vi thit k, kch thc cng c th c o bng s lng
ca cc pht biu c t (specification statements). Tc bao ph c tnh theo kch
thc c thc hin trn mi n v n lc (size per unit effort), y n lc c
tnh bng ngi-gi (person-hours). Nh bn c th thy, i vi cc ti liu, tc bao

241
ph v mt li l kh ging nhau, nhng chng khc vi m (ti y n v ca kch
thc cng khc).

Tc (rates) xem xt li bi mt ngi (one-person reviews) c th s khc i. Cc ti

liu thit k chi tit, k hoch kim th, v m phi tri qua hnh thc xem xt li ny mt
cch thng xuyn. Do , mt baseline v xem xt li bi mt ngi va c pht trin
cho cc sn phm cng vic ny. Trong baseline ca vic xem xt li cc ti liu
(documents) bi mt ngi, tc bao ph mi gi (LOC/hour hoc pages/hour) th ln
khong gp i tc bao ph ca vic xem xt li c lm bi nhm; tc pht hin
li trn mi trang (defects/page) th bng khong mt na tc ca xem xt li bi nhm.
i vi m, tc bao ph mi gi th ging nhau, nhng tc pht hin li trn mi
LOC (defects/LOC) th t hn khong 30%.

Baseline ny l nn tng theo di qu trnh xem xt li trong d n.

Bng 10.2. Baseline v kh nng xem xt Infosys

Tc bao
Tc bao ph ph ca xem
giai on chun b xt li bi Mt li
(Preparation nhm Mt li nh nghim
Coverage Rate (If (Group Review bn ngoi/nh trng/ln
Mc xem xt li Different from Coverage (Defect Density (Serious/Major
(Review Item) Coverage Rate)) Rate) Cosmetic/Minor) Defect Density)

Ti liu yu cu 57 pages/hour 0.51.5 0.10.3

(Requirements) defects/page defects/page

Thit k mc cao 45 pages/hour (or 0.51.5 0.10.3

(High-level design) 200250 defects/page defects/page
specification
statements/hour)

Thit k chi tit 34 pages/hour (or 0.51.5 0.20.6

(Detailed design) 70100 specification defects/page defects/page
statements/hour)

M 160200 LOC/hour 110150 0.010.06 0.010.06

(Code) LOC/hour defects/LOC defects/LOC

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Kim th tch hp 57 pages/hour 0.51.5 0.10.3
(Integration test defects/page defects/page
plan)

Cc ca kim th 34 pages/hour
tch hp
(Integration test
cases)

K hoch kim th 57 pages/hour 0.51.5 0.10.3

h thng defects/page defects/page
(System test plan)

Cc ca kim th h 34 pages/hour
thng
(System test
cases)

K hoch qun l 46 pages/hour 24 pages/hour 0.61.8 0.10.3

d n v qun l defects/page defects/page
cu hnh
(Project
management and
configuration
management plan)

10.3.2 Hng dn phn tch v kim sot (Analysis and Control

Guidelines)

Cc phm vi c cung cp bi baseline c s dng xc nh xem hiu sut ca

vic xem xt li c nm trong cc gii hn c th chp nhn c hay khng. Kim tra
ny c xc nh nh mt tiu chun xut (exit criterion) cho quy trnh xem xt li
(review process). Nhng ngi qun l d n c th xc nh tiu chun xut bng cch
kim tra xem tt c cc tham s c nm trong phm vi (in-range) khng, nhng bi v pht
hin li l mc ch trung tm ca vic xem xt li, tiu chun xut l mt li tng th
(overall defect density) nn nm trong cc gii hn quy nh. (Mt la chn khc l i
kim tra xem mt li ca hai loi li c nm trong cc phm vi hp l khng.) Nu s
lng li c tm thy trong qu trnh xem xt li nm trong phm vi ca baseline, vic

243
xem xt li c coi l hiu qu, cc tiu chun xut c tha, v khng cn phi lm
thm bt c hot ng no cho vic xem xt li ny.

Thay v s dng baseline v kh nng xem xt li (review capability baseline), mt ngi

qun l d n c th gim st vic xem xt li bng cch s dng mt cng c Kim sot
quy trnh dng thng k (SPC tool) do cng ty t pht trin. Cng c ny v bn cht l
mt bng tnh (spreadsheet) c d liu baseline v kh nng (capability baseline data)
ring cho n. N cng c d liu v t l tim li (defect injection rate), hiu qu loi b li
(defect removal efficiencies), kh nng cht lng ton t chc (organization-wide quality
capability), v.v. T nhng d liu ny, cng c s xc nh cc c t hiu sut
(performance specifications) cho mt qu trnh xem xt li tc l, phm vi m kt qu
ca n c d kin s ri vo nu mc tiu cht lng c tha. Cng c SPC cung
cp cc cnh bo (warnings) khi mt phn d liu ca qu trnh xem xt li nm bn
ngoi cc gii hn kim sot hoc bn ngoi cc gii hn d kin..

Nu mt li c tm thy ca qu trnh xem xt li khng nm trong phm vi c

cung cp trong baseline, khng c ngha l qu trnh xem xt li tht bi. Ngi qun
l d n hoc ngi iu phi cn phi nh gi tnh hnh v lm quyt nh cho cc
bc tip theo. Tc chun b (preparation rate) v tc xem xt li (review rate) tr
nn rt hu ch y; nu tc xem xt li l "qu nhanh" (too fast) so vi baseline, l
do cho s khng hiu qu ca xem xt li l tng i r rng. Mt cc li nh (minor
defects) v nghim trng (critical defects) cng c th hu ch cho phn tch ny. Mc d
ngi iu phi hoc ngi qun l d n c th s dng bt k k thut no xc nh
nguyn nhn gy ra chnh lch hiu sut v thc hin cc hnh ng khc phc v phng
nga cn thit, cc hng dn c trnh by trong Bng 10.3 s gip ch cho n lc ny.

Bng 10.3 cha hai nhm hng dn: 1) cc hng dn c p dng khi mt li thp
hn (nm di) phm vi, 2) cc hng dn c p dng khi mt li cao hn (nm
trn) phm vi. C hai trng hp ngh rng c mt iu g bt thng c th
din ra, v tnh hnh ny cn phi c kim tra mt cch cn thn. Bng 10.3 lit k mt
s nguyn nhn c th; ngi lnh o d n hay ngi iu phi c th s dng thng
tin ny xc nh nguyn nhn v sau quyt nh cc hot ng cn thit khc
phc quy trnh xem xt li v cng ngh cc hot ng phng nga cho hot ng xem
xt li trong tng lai.

244
Cc gii hn kim sot tnh (static control limits) lm vic tt khi quy trnh ang hot ng
trong mt trng thi n nh. Tuy nhin, nu cc thay i c thc hin ln quy trnh, cc
biu kim sot (control charts) phi c s dng cn thn bi v hiu sut ca quy
trnh (process performance) c d kin l s thay i. Nu nhng thay i trong quy
trnh xy ra thng xuyn, tt nht l nn c cc gii hn kim sot ng (dynamic control
limits). Mt cch lm c iu ny l thit lp li cc gii hn kim sot bng cc gi
tr mi da trn n im d liu hiu sut trong qu kh (past n performance data points)
(n phi c la chn; n c th l mt con s ln hn khong 10 n 15). Vi phng
php ny, nu quy trnh ny b thay i, hiu sut ca n s thay i, v sau mt vi im
d liu, cc gii hn kim sot s phn nh kh nng hiu sut ca quy trnh va b thay
i.

Mt phng php khc l iu chnh d liu hiu sut (performance data) hoc cc gii
hn kim sot (control limits) da vo tc ng d kin ca cc thay i quy trnh. V d,
nu quy trnh xem xt li b thay i v nu n c d kin rng quy trnh xem xt li s
s pht hin nhiu thm 10% li na, khi nu mt im nm ngoi bn ngoi cc gii
hn kim sot, s tht ny nn c ch phn tch.

Bng 10.3. Cc hng dn phn tch cho xem xt li

L do c th (Possible Reason) Cc hot ng xem xt (Actions to Consider)

Nu s li c pht hin t hn cc tiu chun (If Defects Found Are Less Than Norms)

Sn phm cng vic rt n gin.
(Work product was very simple.)
Chuyn i vic xem xt li bi nhm thnh vic xem
xt li bi mt ngi cho cng cc sn phm cng
vic ny.
(Convert group reviews of similar work products to
one-person reviews.
Kt hp cc xem xt li.
(Combine reviews.)

Qu trnh xem xt li c th khng k Kim tra li tc bao ph; nu qu chm, xp li lch

lng, trit . xem xt li, c th b sung thm mt nhm khc.
(Reviews may not be thorough.) (Check coverage rate; if too low, reschedule a review,
perhaps with a different team.)

Nhng ngi xem xt li khng c Xp lch hoc hng dn o to v xem xt li bi

245
o to y v xem xt li bi
nhm hoc thiu kinh nghim v cc
ti liu cn xem xt li.
(Reviewers do not have sufficient
training on group reviews or
experience with the reviewed
material.)
Sn phm cng vic c cht lng rt
tt.
(Work product is of very good quality.)
Nu s li c pht hin nhiu hn cc tiu chun (If Defects Found Are More Than
Norms)
Sn phm cng vic c cht lng
thp.
(Work product is of low quality.)
Sn phm cng vic rt phc tp.
(Work product is very complex.)
nhm.
(Schedule or conduct group review training.)
Lm li cng vic xem xt li bi mt nhm khc.
(Re-review with a different team.)
Xc nhn thc t ny bng cch nhn vo tc bao
ph, kinh nghim ca tc gi, nhng ngi xem xt li,
v.v.; xem cht lng ny c th c lp li cc
phn khc ca d n hay khng.
(Confirm this fact by coverage rate, experience of the
author, reviewers, and so on; see if this quality can be
duplicated in other parts of the project.)
Sa li d on li trong dng cc hot ng ang tip
din, xem c th rt ra nhng bi hc g ci tin quy
trnh chung khng.
(Revise defect prediction in downstream activities; see
if there are general process improvement lessons.)
Kim tra nhu cu o to cho tc gi.
(Examine training needs for author.)
C cc sn phm cng vic lm li.
(Have the work product redone.)
Hy phn cng li cc cng vic trong tng lai (v d,
ch phn cng cc cng vic d hn cho tc gi).
(Consider reassigning future tasks (e.g., assign easier
tasks only to the author))
m bo xem xt li hoc kim th chnh xc
(Ensure good review or testing downstream.)
Tng cng c tnh cho kim th h thng
(Increase estimates for system testing.)
Phn chia sn phm cng vic ra thnh nhng phn
nh hn
246
 (Break the work product into smaller components.)

C qu nhiu li nh (v qu ch li Xc nh nguyn nhn gy ra cc li nh; sa cha li

ln)
(There are too many minor defects
(and too few major defects).)
trong tng lai bng cch m rng danh sch kim
tra hp l v gip cc tc gi nhn thc v cc nguyn
nhn ph bin.
(Identify causes of minor defects; correct in the future
by suitably enhancing checklists and making authors
aware of the common causes.)
Ngi xem xt li c hiu bit khng y v sn
phm cng vic. Nu vy, hy t chc mt cuc hp
tng quan hoc cn xem xt li hot ng xem xt li
ny bi nhng ngi khc.
(Reviewer may have insufficient understanding of the
work product. If so, hold an overview meeting or have
another review with different reviewers.)

Ti liu tham kho c dng cho Ti liu tham kho cn c xem xt li v c ph

hot ng xem xt li ny th khng duyt.
chnh xc v r rng. (Get the reference document reviewed and approved.)
(Reference document against which
review was done is not precise and
clear.)

Cc m-un c xem xt li l Phn tch cc li, cp nht li danh sch kim tra cho
nhng m-un u tin ca d n. xem xt li, v thng bo cho cc nh pht trin bit.
(Reviewed modules are the first ones Xp lch trnh o to.
in the project.) (Analyze the defects, update the review checklist, and
inform developers. Schedule training.)

Cch tip cn th hai ny c s dng ti Infosys khi phng nga li (DP - defect
prevention) c s dng trong sut qu trnh xem xt li. Vi DP, t l tim li (defect
injection rate) d kin s gim. Do , mt li c pht hin trong phn xem xt li c
th cng s gim. Nu mt d n ang s dng DP, khi trong sut qu trnh lp k
hoch cho d n, tc ng d kin ca DP cng c ghi li. S dng t l tim li
(defect injection rate), s lng li s gim theo d kin (expected reduction) t vic s
dng DP, v tc pht hin li (defect detection rate), cc gii hn c mong mun
(expected limits) i vi hiu sut (performance) c thit lp. Nu hiu sut ca hot

247
ng xem xt li nm ngoi nhng gii hn ny, cn phi cn thn kim tra cc nguyn
nhn.

10.3.3 V d

Hy xem xt bo co tm tt ca hot ng xem xt li bi nhm cho mt k hoch qun

l d n c a ra bng 10.4. Tm tt ny cha mt xem xt li bi nhm cho mt
mt k hoch qun l d n 14-trang. Tng s li nh v nh bn ngoi (minor and
cosmetic defects) c tm thy l 16, v tng s li ln c tm thy l 3. Nh vy, mt
li c tm thy l 16/14 = 1.2 li nh trn mi trang, v 3/14 = 0.2 li ln trn mi
trang. C hai mt ny nm trong phm vi c cung cp bi baseline v kh nng
(capability baseline), do , cc tiu chun xut c tha v c th gi nh rng vic
xem xt li c thc hin ng cch.

Bng 10.4. Bo co tm tt ca hot ng xem xt li

D n (Project)

Loi sn phm cng vic (Work product type) Project plan, v. 1.0
Kch thc sn phm (Size of product) 14 trang (14 pages)
Ngi iu phi (Moderator) Meera
Ngi xem xt li (Reviewers) Biju, Meera
Tc gi (Author) JC

N lc (Ngi-gi) (Effort (Person-Hours))

a. Hp tng quan (Overview meeting) 0

b. Chun b (Preparation) 10 person-hours
c. Hp xem xt li bi nhm (Group review meeting) 10 person-hours
N lc tng cng (Total Effort) 20 person-hours

Li (Defects)

S li nghim trng (Number of critical defects) 0

S li ln (Number of major defects) 3
S li nh (Number of minor defects) 12
S li nh bn ngoi (Number of cosmetic defects) 4
S li c pht hin trong sut giai on chun b (Number of defects
detected during preparation)
S li c pht hin trong sut cuc hp xem xt li bi nhm

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(Number of defects detected during group review meeting)
S vn m (Number of open issues raised) 1
S li tng cng (Total number of defects) 19

Kt qu (Result) Ngi iu phi kim tra

li
(Moderator reexamination)

Cc ngh cho giai on k tip (Recommendations for Next

Phase)

Cc n v (unit) cn c xem xt li bi nhm (Units to undergo N/A

group review)
Cc n v (unit) cn c xem xt li bi mt ngi (Units to undergo N/A
one-person review)

Ch thch (ngi iu phi) K hoch c lp ti

(Comments (Moderator)) liu v c trnh by tt
(The plan has been well
documented and
presented.)

c chun b bi (Prepared by): Meera; Ngy (Date): xx-xx-xxxx

Mc d khng c cn cho hot ng xem xt li ny bi v cc tiu chun xut c

tha, nhng cc t l khc c th cng cn c kim tra. Nhm xem xt li gm c 4
thnh vin, mi ngi trong s h dnh 2.5 gi trong vic xem xt li c lp bi mi
c nhn h (individual review), cuc hp xem xt li bi nhm (review meeting) ko di
2.5 gi. Nh vy, tc bao ph trong qu trnh chun b v xem xt li l 14/2.5 = 5.6
trang mt gi, gi tr ny nm trong phm vi tc ca qu trnh chun b (baseline l 46
pages/hour), nhng cao hn mt cht so vi tc xem xt li bi nhm (baseline l 24
pages/hour).

Khi d liu tm tt c cung cp cho cng c Kim sot quy trnh dng thng k (SPC
tool), n c hin th bng ha hiu sut ca xem xt li ny, cng vi cc gii hn
kim sot v gii hn c mong mun.

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10.4 GII THIU V XEM XT LI V HI CHNG NAH
(INTRODUCTION OF REVIEWS AND THE NAH SYNDROME)

Cc xem xt li, trong nhiu trng hp, th phn trc gic (khc thng). Mt lp trnh
vin khng th hiu ni lm th no xem xt li bi mt nhm ngi c th c hiu qu
nhiu hn kim th. Khi n lc ca con ngi (human effort) l ngun ti nguyn quan
trng nht trong mt d n, th khng phi l d dng g chp nhn mt iu l quy
trnh xem xt li tiu tn rt nhiu sc ngi li c th gip quy trnh tng th tng cao
nng xut v cht lng. Kt qu l, vic thuyt phc mi ngi s dng xem xt li l
mt trong nhng nhim v kh khn nht khi trin khai quy trnh. Mt bo co ca Vin
cng ngh phn mm (SEI) ch ra rng ch c 22% cc cng ty phn mm s dng mt s
hnh thc ca thanh tra (inspections) [8].

R rng, d liu cng (hard data) l v gi chng minh trng hp ny. Mt s lng
kh ln d liu c cng b chng minh cho li khng nh rng xem xt li c
th mang li hiu qu v mt chi ph (cost-effective) v c th ci thin ng k cht
lng. Tuy nhin, d liu nh th c cng b t cc cng ty (v t chc) trn khp
th gii thng tht bi trong vic thuyt phc cc k s rng vic xem xt li nh vy c
th cng tt cho cng ty (t chc) ca h. Mt l do cho s hoi nghi ny l hi chng
Khng p Dng c y (NAH - Not Applicable Here): Ngi ta tin rng xem xt li
th tt cho cc cng ty (t chc) khc, nhng hon cnh (tnh hnh) cng ty ca h th c
s khc bit v do xem xt li khng th p dng c [9].

Nu thanh tra (inspections) c trin khai trong mt d n, hi chng NAH phi c

vt qua (overcome). Cc nh qun l cng nh cc nh pht trin phi c ch cho
thy rng thanh tra c th c th mang li li ch thc s. Theo nh ngha, d liu t cc
cng ty (t chc) khc khng th c s dng vt qua hi chng NAH. Thay vo ,
d liu t bn trong ca chnh cng ty (t chc) phi c s dng xy dng mt
trng hp (case) cho thanh tra. Do , mt thit lp th nghim c cn n nhanh
chng trin khai cc kch bn (tnh hung) thc t, t i nh gi xem thanh tra c ph
hp vi cng ty (t chc) hay khng.

vt qua hi chng NAH, Infosys s dng mt th nghim (th nghim) n gin,

c m t trong phn tip theo. Th nghim ny l ni chung v n gin v c th c

250
thc hin mt cch d dng bi bt k cng ty (t chc) no. Cc thng tin chi tit v th
nghim ny c trnh by trong mt mt bi bo ng tc gi [9].

10.4.1 Th nghim Infosys

Th nghim ca Infosys tp trung vo thanh tra m (code inspection) bi v cc nh pht

trin lin quan n ci t m v n thng l ngun cha nhiu li nht. Trong lch s,
thanh tra bt u vi m v ch c m rng sau cho thit k (design), yu cu
(requirements), k hoch kim th (test plans), v cc mc (items) khc. Mt khi bn xy
dng mt trng hp (case) mnh m thanh tra m v chng c trin khai, cc u
im ca thanh tra s tr nn r rng v t s xy dng mt trng hp thanh tra cho
cc sn phm cng vic khc.

dng cho th nghim ca Infosys, su yu cu nng cp h thng (SERS - system

enhancement requests) cho mt sn phm ngn hng (banking product) c la
chn. Su nh pht trin c phn cng: mt ngi thc hin mt SER. Nhng nh
pht trin ny trc tin c o to v quy trnh thanh tra (inspection process);
thc hnh, h c yu cu thanh tra s ci t (implementation) ca mt SER m
trc n c gieo trc cc li.

Cc nhn vin c chia ra thnh hai nhm mi nhm gm ba nh pht trin. Mi nhm
l mt nhm thanh tra (inspection team). Trc khi np SER (submitting), mi nh pht
trin c yu cu ci t SER, bin dch m ca mnh, v t lm mt s kim th
(self-testing). Mt khi c np, SER i qua hai con ng c lp: thanh tra v kim
th n v (unit testing). Trong sut th nghim, mi nhm thanh tra thanh tra m ca
ba SERS va c pht trin bi cc thnh vin ca nhm. Trong mi thanh tra, tc gi,
ch khng phi l ngi iu phi hoc ngi c, lm cng vic thanh tra (inspecter).
Song song vi hot ng thanh tra, cc SERS c kim th n v mt cch c lp bi
ngi lnh o m-un (module leader) cho lnh vc ng dng (domain) m SER thuc
v. S dng cng vic trong Hnh 10.4 cho thy cc bc c bn ca th nghim.

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 Hnh 10.4. Cc bc trong th nghim ca Infosys

i vi mi trong hai ng, n lc (cng sc) b ra v li c tm thy c ghi

nhn li. Nhng d liu ny sau c s dng nh gi hiu qu v mt chi ph
(cost-effectiveness) v cht lng (quality) ca cc xem xt li. Nu tp hp cc li c
tm thy bi hai phng php ny l khng ging nhau v nu mt tp hp li khng l
mt tp hp con ca tp kia, khi s c mt khng nh rng cc thanh tra tm ra mt
tp li khc vi tp li do kim th n v tm thy v rng s dng thm thanh tra s
mang li li ch. Vic hiu r tc ng n chi ph th kh khn hn (v l y l ch m
hu ht cc nghi ng pht sinh). Chi ph ny c c lng (c tnh) da vo d
liu qu kh cho th nghim h thng (system testing).

10.4.2 D liu t th nghim (Data from the Experiment)

Bng 10.5 cung cp kch thc ca cc SERs (size SER), n lc tng cng (total effort),
v s lng cc li (number of defects) c tm thy theo hai ng. R rng, ng
thanh tra (inspections) xc nh c nhiu li hn so vi ng kim th n v (unit
testing). Kt qu ny c quan st mt cch nht qun tt c cc SERS. Nhn
chung, thanh tra bt c khong 2.5 ln nhiu li hn kim th n v, mc d thanh tra
dng nhiu n lc hn so vi kim th n v. Tuy nhin, s li c pht hin trn mi
ngi-gi (person-hour) th ging nhau thanh tra v kim th n v, c hai u pht
hin khong 1.9 li trn mi ngi-gi.

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By gi chng ta hy nhn vo bn cht ca cc li c tm thy bng hai phng
php, c trnh by trong Bng 10.6. Hu nh trong tt c cc loi li, thanh tra bt
c nhiu li hn so vi kim th n v, c bit l i vi cc loi li lin quan n cc
thuc tnh cht lng (quality attributes) nh kh nng di chuyn, kh nng bo tr, v.v.
(nh d kin th kim th thng tp trung vo cc li chc nng). D liu cng cho thy
rng, ngay c trong cc li lgic v li giao din (l mi quan tm ca kim th), thanh tra
cng lm tt hn so vi kim th n v. T nhng d liu ny, vic b sung thanh tra
ci thin kh nng pht hin li th r rng v thuyt phc.

Bng 10.5. D liu v n lc v li

Thanh tra (Inspections) Kim th n v (Unit Testing)

Kch N lc tng cng Tng s li c N lc tng Tng s li c

thc ca (Total Effort) pht hin (Total cng (Total pht hin (Total
SER Number of Defects) Effort) Number of Defects)
(Size SER)
(LOC) (Hours) (Hours)

1 968 8.0 8 2.0 4

2 432 5.0 8 1.5 3

3 85 4.0 4 1.5 1

4 667 6.5 26 1.5 7

5 50 12.5 3 1.5 0

6 408 2.5 5 2.5 5

Tng 2,610 27.5 54 10.5 20

(Total)

Bng 10.6. Phn phi li

Loi li (Defect Type) Thanh tra Kim th n v Li chung

(Inspections) (Unit Testing) (Common Defects)

D liu (Data) 3 1 0

Chc nng (Function) 4 2 0

Giao din (Interface) 14 11 7

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Lgic (Logic) 12 5 4

Kh nng bo tr (Maintainability) 11 0 0

Kh nng di chuyn (Portability) 5 0 0

Khc (Other) 5 1 1

Tng (Total) 54 20 12

Theo d liu ny, chi ph cho mi li th gn ging nhau. Tuy nhin, xem xt li (reviews)
mang n cc li ch v chi ph. Kinh nghim ca qu kh v d liu ch ra rng mt
khong 4 ngi-gi xc nh v loi b mt li trong qu trnh kim th h thng. Nu
mt li b b st trong qu trnh kim th h thng, phi mt khong 2.5 ngi-ngy (17
ngi-gi) xc nh v loi b n.

Kim th him khi bt c cc loi li v kh nng bo tr v kh nng di chuyn. Chng

ti gi nh rng tt c cc li d liu, chc nng, giao din, v lgic nu khng c bt
c bng kim th n v th s c tm thy sau ny. S lng cc li nh th trong
Bng 10.6 tng ng l 3, 4, 14, v 12. Sau khi loi b cc li thng thng nhng li
ny cng c bt bng kim th n v - s lng l 3, 4, 7, v 8. Nu tt c cc li ny
c bt trong kim th h thng, khi chi ph ca kim th h thng s tng ln 22 * 4
= 88 gi, hoc khong 11 ngi-ngy. Nu 75% ca cc li ny c bt trong kim th
h thng v 25% b bt sau , chi ph cho kim th h thng l 0.75 * 22 * 4 = 66 gi (9.5
ngi-ngy); chi ph b sung sa li c tm thy sau l 0.25 * 22 * 2.5 = 11
ngi-ngy. Tc l, nu khng c thanh tra c thc hin, s cn thm 20.5 ngi-ngy
sa cha cc li cn st li.

V vy, chi ph tit kim nh thanh tra l 11 ngi-ngy nu tt c cc li c bt trong

kim th h thng v 20.5 ngi-ngy nu 25% li khng c bt trong kim th h
thng. Chi ph ca thanh tra, mang li cc khon tit kim ny, l khong 3.5 ngi-
ngy. Trng hp ny l r rng: Nu chng ta xi thm mt ngy thanh tra m, cho
sn phm ny, chng ta c th mong i s tit kim c 3 n 6 ngy sa cha li
sau ny trong chu k pht trin!

Th nghim ch ko di khong hai tun, nhng n c mt tc ng ng k. Cc

kt qu thuyt phc cc nh pht trin v ngi qun l. Cc d liu t th nghim
cng ch ra rng vic thanh tra s mang li t li ch hn nu m th n gin hoc nh

254
(trong cc SERS nh hn, li ch em li th khng my n tng). Do , nhm pht
trin phn mm cho ngn hng (banking product team) lm cc quyt nh mang tnh
chnh sch l i phn loi cc SERS ra lm ba loi (n gin, trung bnh, v phc tp) v
thc hin thanh tra theo ng cch thc (formal inspections) cho tt c cc m-un phc
tp.

10.5 TM TT

Mc ch ca xem xt li (review) l xc nh li v cc vn trong mt sn phm

cng vic (work product) thng qua mt quy trnh xem xt li hnh thc (formal review) v
c cu trc (structured review) c thc hin bi mt nhm ngi. Xem xt li mang li
hiu qu v mt chi ph v thm ch c th p dng c cho cc sn phm cng vic
khng th thc thi (chy) c. Xem xt li l mt k thut quan trng ci thin c v
cht lng v nng sut cng nh cung cp kh nng nhn thy c tnh trng (trng
thi) ca d n.

Sau y l mt s bi hc kinh nghim t quy trnh xem xt li ti Infosys:

Cn c cc chuyn gia bn ngoi tham gia vo nhm xem xt li lm tng thm

nng lc ca nhm.

S dng mt quy trnh xem xt li c xc nh r rng (well-defined review

process) v c cu trc (structured review process) cng vi cc hng dn r
rng (clear guidelines) v thu thp d liu hnh thc (formal data collection). Quy
trnh nn cha cc k hoch, t xem xt li (self-review), v mt cuc hp nhm.

Trong sut quy trnh xem xt li, tp trung chnh vo vic tm kim cc li v cc
vn . Li v cc vn s c gii quyt sau .

Ty vo thc t, s dng xem xt li bi mt ngi cho cc sn phm cng vic.

thc hin xem xt li bi mt ngi, hy theo (follow) cng mt quy trnh v
cc hng dn thu thp d liu nh ca xem xt li bi nhm.

Gim st hiu qu ca mi ln xem xt li. To hiu sut mong i (performance

expectations) t cc d liu qu kh, v s dng chng nh gi hiu qu ca
quy trnh xem xt li hin ti.

255
 Nu hiu sut ca mt xem xt li khng nh mong i, phn tch nguyn nhn v
c nhng hnh ng khc phc v phng nga.

hiu c tc ng ca vic xem xt li, tin hnh cc th nghim n gin

trong phm vi d n. D liu c thu thp t chnh cng ty nn c dng
thuyt phc nhng ngi trong cng ty v li ch ca vic xem xt li.

Tng ng vi CMM, cc thc hnh xem xt li c m t y p ng cc KPA Xem

Xt Li (Peer Review KPA) ca CMM mc 3. Phng php theo di v kim sot
(monitoring and control method) p ng mt s yu cu ca cc KPA Qun L D n
nh Lng (Quantitative Project Management) v Qun L Cht Lng Phn Mm
(Software Quality Management) ca CMM mc 4. Vic xem xt li cc sn phm cng
vic khc nhau p ng cc yu cu xem xt li ca nhiu KPAs.

10.6 CC THAM KHO

1. M.E. Fagan. Design and code inspections to reduce errors in program development.
IBM System Journal, (3), 1976.
2. M.E. Fagan. Advances in software inspections. IEEE Transactions on Software
Engineering, SE-12(7), 1986.
3. T. Gilb and D. Graham. Software Inspection. Addison-Wesley, 1993.
4. 4. R.B. Grady and T.V. Slack. Key lessons learned in achieving widespread inspection
use. IEEE Software, July 1994.
5. E.F. Weller. Lessons learned from three years of inspection data. IEEE Software, Sept.
1993.
6. R.G. Ebenau and S.H. Strauss. Software Inspection Process. McGraw Hill, 1993.
7. D.P. Freedman and G.M. Weinberg. Handbook of Walkthroughs, Inspections, and
Technical Reviews: Evaluating Programs, Projects, and Products. Dorset House, 1990.
8. D.H. Kitson and S.M. Masters. An analysis of SEI software process assessment results:
19871991. Proceedings of the 15th International Conference on Software Engineering,
1993.
9. P. Jalote and M. Haragopal. Overcoming the NAH syndrome for inspection deployment.
Proceedings of the 20th International Conference on Software Engineering, 1998

256
 Chng 11. Gim st v kim sot d n

Mt k hoch d n, d cho c chun b k lng ti u, vn ch l mt mnh giy.

Trong sut qu trnh thc hin d n, bc s qun l d n phi cn thn theo di sc
khe ca d n - bnh nhn ca mnh - v cung cp cho ng liu thuc l cc hnh ng
khc phc khi cn thit. Nu ng liu c a ra vo ng thi im, bnh nhn s
sng st. Tuy nhin, nu tht bi trong vic xc nh ng triu chng v khng cung
cp ng nhng vin thuc ng kp thi th c th dn n bin chng nhiu hn na v
bnh nhn c th t vong. Bn di l hai trng hp nh minh ha cho im ny.

Trng hp A: Shiva l ngi qun l d n chu trch nhim pht trin mt h thng giao
dch an ton (secure transaction system) cho mt cng ty qun l qu ln. Nhm ca anh
ta, bao gm nhiu ngi tn ty nhng cn tr tui v c t kinh nghim v bo mt my
tnh (computer security). Kim th th n v (unit testing) cho vi m-un u tin tm
thy mt s lng ln li rt nhiu hn so vi d kin. Da trn kt qu phn tch,
Shiva kt lun rng bi v cc chng trnh th kh v s thiu kinh nghim ca cc lp
trnh vin, m c to ra c nhiu li. Do , ng thy, nhiu li hn xut hin
giai on tch hp v kim th h thng (integration and system testing), v nu khng c
nhng hot ng no c thc hin, nhiu li s c giao cho khch hng. Cc
hot ng khc phc (sa cha) v phng nga li m Shiva thc hin l thnh lp
mt nhm kim th ring bit, ng u nhm l mt ngi thng tho v cc vn
trong kim th. Thng qua tho lun vi khch hng, ng ko di giai on kim th
h thng (system testing) ln 15 ngy. Cui cng, mc d b tr hn 15 ngy, nhng
h thng c giao p ng ng mc tiu cht lng iu ny c th hin
ch n c t li hn so vi d kin giai on kim th chp nhn.

Trng hp B: Sau giai on thit k chi tit, phn tch ti mt ct mc (milestone) trong
d n ca Bala cho thy rng mc d khng c s trt lch, nhng n lc (chi ph)
vt 40%. Bi v lch khng b trt, khng c hnh ng no c thc hin. Tuy
nhin, ti ct mc mt thng sau , d n cho thy c s tr hn mt tun - m
Bala gii thch nguyn nhn l do c nhng tnh hung (trng hp) c bit. Cui
cng, vic pht trin cng c hon tt nhng b tr hn mt thng. hon thnh n,
s lng li c tm thy trong kim th chp nhn (acceptance testing) nhiu ln ln
hn mc tiu cht lng ban u m Bala a ra. Cui cng, d n ca ng khng
thnh cng trn c ba phng din: n lc (chi ph), tin v cht lng. Phn tch sau

257
 cho thy rng ng hiu lm phm vi (scope) ca h thng v v th hin nhin
c lng thp (underestimate) n lc. Nu phm vi hoc thi gian biu c thng
lng li khi vn u tin xut hin sau ct mc thit k (design milestone), kt qu
cui cng c l hon ton khc.

Nhng trng hp nh ny a ra hai kha cnh then cht ca vic gim st d n. Th

nht, nhng ngi qun l d n phi c kh nng nhn thy c tnh trng thc s ca
d n, m cch tt nht l phi o lng nh lng cc tham s then cht (key
parameters) [1][2]. i vi nhng ngi qun l d n, vic s dng cc s o phn mm
s cung cp kh nng nhn thy c (visibility) tnh trng ca d n [3]. Th hai, kh
nng nhn thy c t n khng gii quyt bt k vn no. Nhng ngi qun l d
n ng phi hiu c d liu, v nu h nhn thy rng d n khng ang di chuyn
theo con ng nh k hoch, h phi p dng cc hnh ng khc phc thch hp
a n tr li ng ray (track). Vic thu thp d liu cung cp thng tin phn hi
(feedback) v tnh trng hin ti v c bt k hnh ng khc phc cn thit hnh thnh
nn mt m hnh c bn ca qun l d n. Hnh 11.1 minh ha chu trnh kim sot ny
[4].

Hnh 11.1. Chu trnh gim st v kim sot d n

Chng ny m t lm th no chu trnh gim st v kim sot d n c p dng ti

Infosys. y l chng di nht trong cun sch v cha mt lot cc hot ng gim st
(monitoring), bao gm c bo co tnh trng (status reporting), phn tch ti ct mc
(milestone analysis), kim sot s kin (event-level control) bng cch dng phng php

258
Kim sot quy trnh dng thng k (SPC), kim tra quy trnh (process audits), v phn tch
phng nga li (defect prevention).

11.1 THEO DI D N (PROJECT TRACKING)

Trc tin, hy kim tra li qu trnh theo di d n ti Infosys. Mt khi k hoch chi tit
ca d n c lm xong - trong tt c cc cng vic c lit k cng vi ngy
bt u v kt thc ca chng v mi ngi c phn cng thc hin chng -
ngi qun l d n phi theo di vic thc hin cc cng vic ny. C gng xy dng
cc hot ng theo di. Ngoi ra, mt ngi qun l d n phi theo di nhng vn
cha c gii quyt v cc li va c pht hin. Kt qu ca vic theo di ny c
ghi li trong bn bo co tnh trng (trng thi) ca d n. Bn bo co tnh trng ny
cng c pht cho ngi qun l cao cp v khch hng, v th m bo rng h c kh
nng nhn thy c tnh trng (trng thi) ca d n.

11.1.1 Theo di cc hot ng (Activities Tracking)

Mt trong nhng nhim v u tin trong vic theo di d n l m bo rng cc hot

ng c hoch nh s c thc hin ng thi gian. Nh cp trc y,
cc hot ng Infosys thng c xp lch bng cch s dng Microsoft Project
(MSP). Do , MSP cng c s dng cho cc hot ng theo di.

Mi ngy (hoc lu hoc t thng xuyn hn), ngi qun l d n kim tra tnh trng
ca cc nhim v c xp lch v cp nht li tnh trng vo trong MSP. Mc d MSP
cho php ngi s dng c th xc nh mt hot ng va c hon thnh mt phn,
nhng khi dng cho mc ch theo di, mt hot ng thng c xc nh l c
thc hin 0% (0% done) cho n khi n hon thnh (completed). Khi mt hot ng kt
thc, n c nh du l c thc hin 100% (100% done). Mc theo di ny l
bi v cc nhim v c phn chia m n mc thp nht, cc nhim v
cn t hn mt hoc hai ngy hon thnh. S dng cc tnh nng ca MSP, mt ngi
qun l d n khi c th xc nh c nhng nhim v mc cao hn ang b tr li
pha sau, bao nhiu phn trm ca mt nhim v c thc hin, nh hng ca trt
lch ln d n tng th, v.v. i vi giai on hin hnh ( ct mc quan tip theo), da
trn cc hot ng hon thnh v thi gian thc t m chng xi, ngi qun l d
n xp li lch cho cc nhim v cn li m bo ct mc c hon thnh ng hn.

259
11.1.2 Theo di li (Defect Tracking)

Theo di li l mt im then cht khc trong vic theo di. Nh cp trong Chng
7, Infosys s dng mt h thng kim sot li (defect control system) theo di li. Mt
khi thng tin v mt li c nhp vo h thng ny, n vn m (open) cho n khi li
c sa cha (fixed) xong. Li c nh du l "ng" (closed) khi vic g b n
c xc nhn. Bng cch ny, tng li c ghi nhn v theo di cho n khi c
ng li. i khi, cc nh qun l d n theo di tnh trng (trng thi) ca mt li bng
cch ghi nhn li ngy np, ngy ng li. Vo cui d n, tt nht l khng cn li li m
(open defects) (hoc lm mt quyt nh thn trng l b li vi li cha c sa cha).
Ti bt k thi im no, ngi qun l d n c th kim tra t l tim li tng th
(overall rate of defect injection) v t l ng li (overall rate of defect closure), thng tin
ny s hu ch cho vic nhn thy c khong cch gia s lng li c np v s
lng li c ng li c nm trong tm kim sot hay khng.

Bng 11.1 cho thy cc phn ca d liu v li ca case study - d n ACIC. Ngoi ra,
cn c cc ct khc (khng c hin th y) lu li ID ca ngi np (submitter ID),
ngy np (submit date), ID ca ch s hu (owner ID) (tc l, ID ca ngi c phn
cng sa cha li ), v ngy ng (closing date). Nh bn c th thy, thng tin
chun, chng hn nh giai on tim (stage injected), giai on pht hin (stage detected),
mc nghim trng (severity level), v.v. c ghi li cho mi li.

Bng 11.1. D liu v li ca d n ACIC

Giai
on Giai on Mc
tim vo pht hin nghim
(Stage (Stage Loi li trng
ID Tn (Title) M t (Description) Injected) Detected) (Defect Type) (Severity)

7 Cu lnh import d Trong Ci t Xem xt li M d tha Nh

tha ActivitiesMaintenanceJPanel, m m
lp AccountSearchResult
(Redundant import c import hai ln. (Coding) (Code (Redundant (Minor)
statement.) review) code)

10 Quy c t tn Panel va c t tn l Ci t Xem xt li Chun Nh bn

260
 khng c p ActivityMaintJPanel, v n m m ngoi
dng theo nn l
ActivitiesMaintenanceJPanel

(Naming convention (The panel has been named (Coding) (Code (Standards) (Cosmetic)
not followed.) ActivityMaintJPanel, and it review)
should be
ActivitiesMaintenanceJPanel.)

15 Qun l giao dch Giao dch bt u c m Ci t Xem xt li Logic Nh

khng cn c cam kt nh m m
cc phng php khc c th
lm. N c thc hin trong
addTask v updateTask.

(Transaction (Transaction started for (Coding) (Code (Minor)

handling.) reading need not be review)
committed as other methods
can make use of it. It is done
in addTask and updateTask.)

16 Cu trc Panel Trong panel Options/Services Thit k Xem xt li UI Nh

khng ph hp ca View History, Regy cn chi tit thit k chi
tr panel v panel tit
Options/Services panel c
t trn mt panel cha. Tuy
nhin, phng php ng
n l phi t n ln panel
Option Services.

(Panel structure not (In Options/Services panel of (Detailed (Detailed (Minor)

proper.) View History, Regy block design) design
panel and Options/Services review)
panel were put on a parent
panel. However, the correct
method would have been to
place it on the Option
Services Panel).

261
21 Vic phn lp M hnh nghip v Party Ci t Xem xt li Kin trc Ln
khng c thc c import trong m m
hin theo ViewPartyHistoryPanel

(Layering not (Business model Party is (Coding) (Code (Architecture) (Major)

followed.) imported in review)
ViewPartyHistoryPanel.)

22 Chun UI khng Cc nhn trong mn hnh Ci t Xem xt li Chun Nh bn

c theo khng c mu en m m ngoi

(UI standards not (The labels in the screens are (Coding) (Code (Standards) (Cosmetic)
followed.) not in black.) review)

26 p kiu khng ng p kiu thnh Ci t Xem xt li Logic Ln

IIndividualName v m m
IOrganizationName trong cc
phng thc
getIndividualNames v
getOrganizationNames nn
c i thnh IName.

(TypeCasting is (TypeCasting to (Coding) (Code (Major)

incorrect.) IIndividualName and review)
IOrganizationName in
methods getIndividualNames
and getOrganizationNames
should be changed to
IName.)

27 Gn khng ng Tc gi mun gn gi tr ca Ci t Xem xt li Logic Nghim

vector ang tn ti cho mt m m trng
vector khc. Vic gn khng
c lm ng n. N to
ra mt vector mi c kch
thc nh vector ang tn ti

(Incorrect (Author wanted to assign the (Coding) (Code (Critical)

assigning) value of existing vector to review)

262
 another vector. The assigning
is not done correctly. It
creates a new vector of the
existing vector size.)

30 Chp nhn gi tr Cn kim tra li xem cc gi Ci t Kim th Logic Ln

Null tr null c c php khng m n v

(Null Value (Need to check whether null (Coding) (Unit (Major)

acceptance) values are allowed.) testing)

35 Thng tin ti chnh Vic click vo cc panel khc Ci t Kim th UI Ln

khng nn xa b cc trng m n v
trn mn hnh ang cha
thng tin ti chnh

(Financial info) (Clicking on other panels (Coding) (Unit (Major)

should not clear the fields on testing)
the screen for financial info.)

39 Thng tin ti chnh Vic qun l bit l trong Ci t Kim th UI Ln

panel lm ti t m n v
ApplicationContext cha
c lm

(Financial info) (Exception handling in refresh (Coding) (Unit (Major)

panel from ApplicationContext testing)
not done.)

152 Thit t Tab Vic di chuyn Tab khng Ci t Kim th Hiu sut Nh bn
c thit t trong panel m tch hp ngoi

(Tab setting) (Tab movement is not set in (Coding) (Integration (Performance) (Cosmetic)
the panel.) testing)

153 Nt Add b lm mt Nt Add b lm mt kh nng Ci t Kim th Hiu sut Ln

kh nng dng dng trong Address sau khi m tch hp
mt vai tr c chn trong
bng Account
(Disabled Add (Add button is disabled in (Coding) (Integration (Performance) (Major)

263
 button) Address after a role is testing)
selected in the Account Roles
Table.)

154 Nt Clear khng Nt Clear trong panel bo tr Ci t Kim th Hiu sut Nh

xa bng a ch khng xa c bng m tch hp
AssociatedAccounts Associated Accounts

(Clear button not (Clear button in address (Coding) (Integration (Performance) (Minor)
clearing maintenance panel is not testing)
AssociatedAccounts clearing the Associated
table) Accounts table.)

155 Tch in thoi ra Trong panel Ci t Kim th Hiu sut Ln

khng lm vic phoneMaintenance, vic tch m tch hp
in thoi ra khng lm vic
c

(Phone dissociation (In phoneMaintenance panel, (Coding) (Integration (Performance) (Major)

not working) dissociating the phone is not testing)
working.)

156 Cp nht in thoi Khi bn cp nht mt s in Ci t Kim th Hiu sut Ln

khng lm vic thoi, cc thay i khng m tch hp
c c lu li

(Updating phone (When you update a phone (Coding) (Integration (Performance) (Major)
not working) number, the changes are not testing)
saved.)

157 Cp nht E-mail Theo mt trnh t nht nh Ci t Kim th Hiu sut Ln

khng lm vic cc hnh ng cp nht m tch hp
c mt e-mail khng c click vo
nt Update, chn mt vai tr
khc, click vo Yes trn hp
thoi xc nhn v sau
chn vai tr trc y, ch
cp nht e-mail c trnh
by; b st cc e-mail khc

264
 (E-mail updating not (Following a certain (Coding) (Integration (Performance) (Major)
working) sequence of actions testing)
updating an e-mail without
clicking the button Update,
selecting another role,
clicking Yes on the
confirmation dialogand then
selecting the previous role,
only the updated e-mail is
shown; other e-mails are
missing.)

158 Loi ti khon Khi bn thay i loi ti khon Ci t Kim th Hiu sut Ln
khng c cp v click Update, loi ti khon m tch hp
nht khng c lu li

(Account type not (When you change the (Coding) (Integration (Performance) (Major)
updated) account type and click testing)
Update, the account type is
not saved.)

11.1.3 Theo di cc vn (Issues Tracking)

Chc chn, nhiu cng vic nh (small jobs) hoc gii thch chi tit (clarifications) xy ra
trong sut qu trnh thc hin d n. Nhng vic ny c gi l cc vn (issues).
Qun l cc vn ny l mt nhim v quan trng i vi bt k nh qun l d n no
bi v chng c th rt nhiu v c kh nng lm tr hon mt d n. V d, vic gii thch
chi tit lm r mt yu cu ca khch hng (mt vn ) c th lm tr hon nhiu hot
ng khc, tr khi n c gii quyt. Nhiu vn nh vy c kh nng lm dng
mt s hot ng. Do , s rt quan trng cho mt ngi qun l d n theo di v
qun l cc vn mt cch ng n.

Mt phng php n gin l hy vit li nhng vn v kim tra chng trong sut qu
trnh pht trin. Nhng bi v bt k thnh vin nhm no cng c th a ra mt vn ,
danh sch cc vn c th tr nn ln hn. Do , cc phng php hnh thc (formal
methods) s hu ch cho vic theo di chng. t c mc ch ny, cc d n
thng m mt bn ghi cc vn (issues log).

265
Trong bn ghi cc vn , cc vn c ghi nhn li khi chng pht sinh, cng vi
thng tin lin quan. Khi cc vn c ng li, chng c nh du l c ng
(closed). to bn ghi vn , nhng ngi qun l d n c th s dng mt bng tnh
(spreadsheet), lu gi ti liu (document), dng mt tin ch theo di vn (issue tracker
utility), hoc mt h thng theo di li (defect tracking system). Nu mt cng c t ng
c s dng, cc truy vn n gin l kh thi. Bng 11.2 cung cp mt phn ca bn ghi
vn ca d n ACIC s cung cp cho bn tng v cc loi mc (type of items) c
ghi nhn vo trong n (y l bn ghi thc t cha ngy np v ngy ng v cc thng
tin khc c theo di).

Nhng ngi qun l d n phi thng xuyn theo di tnh trng (trng thi) ca vn ,
c bit l khi tt c cc thnh vin trong nhm u c th nhp chng vo. Nh
cp trong Chng 8, cc vn cha c gii quyt c th gy ra ri ro cho d n. Nu
vn vn cn m qu lu, cc knh leo thang (escalation channels) cn c s dng
gii quyt chng, nh c xc nh trc trong k hoch qun l d n.

Bng 11.2. Mu v mt bn ghi vn cho d n ACIC

Tnh
Ch thch trng
M t vn (Issue Description) (Comments/Closure Comments) (Status)

Nhng trng no ca mu tin s c gi cho Trng hp s dng c cp ng

i tc kinh doanh ca ACIC? nht.

(For what fields will the record be sent to the (Use case updated.) (Closed)
business partner of ACIC?)

Kch bn thay th s 1 trong Trng hp s dng Kch bn thay th c thm vo ng

s 3 l khng r rng. Ti sao 9 c ngha l cp trong trng hp s dng 4.
nht th cng?

(Alternate scenario 1 in UC 3 is not clear. Why (Added alternate scenario in use (Closed)
does 9 mean manual update?) case 4.)

Wizard cho php ch mt gi tr cho c Stmts v Gii thch c cha trong Trng ng
Confirms. Ti sao n phi l khc vi cc mn hp s dng.
hnh Maintenance?

266
(Wizard allows only one value for both Stmts and (Included the explanation in the use (Closed)
Confirms. Why should it be different for the case.)
Maintenance screens?)

Hy gii thch r rng tt c cc iu kin khi ng

Address Change c gi cho i tc kinh doanh
ca ACIC.
(Clarify all the conditions when the Address (Closed)
Change should be sent to the business partner of
ACIC.)

Ch s quan trng c g b trong Synergy. Tham kho n PPT c gi ng

Nu n c a tr li, n phi c cp nh ngy hm qua. N c cc trng
l mt yu cu trong trng hp s dng. trn mn hnh.

(Primary indicator was removed in Synergy. If it (Refer to the PPT sent yesterday. It (Closed)
must be put back, it must be mentioned as a has the field on the screen.)
requirement in the use case.)

Trong Update, cc kch bn thay th khng c Vic lm cho r rng d hiu c ng

tho lun. iu g xy ra nu e-mail c cp nht thm vo cho cc Trng hp s
c lin kt vi cc ti khon khc? dng.

(In Update, the alternate scenarios are not (Clarification added to the use (Closed)
discussed. What if the updated e-mail is cases.)
associated with other accounts?)

Trong bng cha cc dch v c la chn, ng

c mt du ghi thi gian cho c ba loi dch v ty
chn. iu ny s khng gy ra vn g khi thc
hin cc ty chn ring bit?

(In the table in which history of service options is (Closed)

displayed, there is one timestamp for all three
service options types. Will this not cause problems
in dealing with the options separately?)

i vi cc bng, chng nn cha d liu c ng

ngha

267
(Regarding populating the tables, they should be (Closed)
populated with some meaningful data.)

Nu bt k mt thay i no c thc hin ln iu ny c cp trong trng ng

vai tr chu trch nhim thu hoc bn quan tm, hp s dng. Vui lng nhn "Flow
n s nh hng n cc ti khon khc? of Events" trong kch bn chnh.

(If any change is made on tax liable role or (This is mentioned in the use case. (Closed)
interested party, should it affect other accounts?) Please look at "Flow of Events" in
the main scenario.)

Combo Box Country c cn c in vo sn cc M

gi tr m quc gia, hoc n phi c thay i
sang mt trng vn bn?

(Does Country Combo Box need to be prefilled (Open)

with country code values, or does it have to be
changed to a text field?)

Trng vn bn ForeignAddressLine4 c th b M
xa khng?

(Can the text field ForeignAddressLine4 be (Open)

deleted?)

Foreign Address v Foreign Phone t nhm Bo M

tr c th cha c tch hp vo.

(Foreign Address and Foreign Phone number from (Open)

the Maintenance team may not be ready for
integration.)

Chuyn i sang VAJ 3.0 s tc ng n d n Chuyn i ny s c thc hin ng

ny.
ch sau khi d n ny hon
thnh.

(This conversion will be done only (Closed)

(VAJ 3.0 conversion is going to impact this
after this project is completed.)
project.)

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11.1.4 Cc bo co tnh trng (Status Reports)

Cc bo co tnh trng l c ch chnh thng xuyn chung cp thng tin v tnh trng
(tnh trng) ca d n n ngi qun l cp cao v khch hng. Cc bn s nhn c
cc bo co tnh trng nh c quy nh c th trong k hoch qun l d n. Thng
thng, bo co tnh trng c to ra hng tun v cha cc mc sau y:

Cc khiu ni ca khch hng

Cc ct mc t c trong tun ny

Cc ct mc b trt (tr) trong tun ny v cc l do ca chng

Cc ct mc c lp k hoch cho tun sau

Cc vn cn phi lm c lm r hoc c ch

Leo thang, nu cn thit

Thi gian d kin thc hin cng vic so snh vi thi gian cn li t y cho
n ct mc k tip

R rng, mi quan tm nm vic m bo l d n s tip tc tin trin theo k hoch

v vic gii quyt cc vn cha c gii quyt xong. Nhng ngi qun l d n
cng c th kim tra "mc thoi mi (comfort level) ca d n bng cch xem thi
gian cn li c thc hin d n hay khng. Ngi qun l d n c th thm vo
cc mc khc, chng hn nh s lng thay i yu cu, v cng c th xa b bt mt
trong nhng mc ny.

Hnh 11.2 cung cp mt mu bn bo co tnh trng ca d n ACIC. Bo co tnh trng

hng tun ny tp trung vo nhng g c thc hin tun trc, nhng g cn phi
lm thm, v cn li nhng vn m no, v.v.

269
Hnh 11.2. Bo co tnh trng ca d n ACIC cho tun kt thc vo ngy 3 thng 7

11.2 PHN TCH TI CT MC (MILESTONE ANALYSIS)

Mt bn bo co tnh trng cung cp cc c ch gim st d n thng xuyn. N tp

trung ch yu vo vic xem d n c kp tin khng. u im chnh ca cc bo co
tnh trng l chng khng cn nhiu d liu o (metrics) hoc phn tch (analysis). Phn
ny tho lun lm th no cc s o c s dng ti Infosys nh gi tnh trng
(trng thi) ca d n ti cc ct mc.

Nu k hoch d n c xy dng v c nh gi cn thn, d n s thnh cng

nu k hoch ny c theo. V vy, phn tch ti ct mc nn s dng k hoch v lch
ca d n lm baseline v so snh chng vi tin thc t. Chin lc ny c s
dng trong hai phng php ph bin theo di da trn s o (metrics-based tracking):

270
biu gi-lch-ct mc (cost-schedule-milestone chart) v phng php gi tr t c
(EVM - Earned Value method) [5]. Phn tch tin c hoch nh so vi tin b
thc t (planned versus actual progress) c coi l thc hnh tt nht cho qun l d n
[3]. Ti Infosys, tin trong k hoch so vi thc t cng c theo di ti cc ct mc.

Bi v mc tiu chnh ca vic phn tch s o (metrics analysis) i vi theo di

(monitoring) v kim sot (control) l c nhng hnh ng khc phc v phng nga
kp thi, phn tch nh vy cn c thc hin u n. V l do ny, mt ngi qun l
d n c th xc nh cc ct mc trong d n theo hng khch hng (customer-driven
milestones) m cc ct mc lin tip ch cch nhau mt vi tun.

11.2.1 Phn tch n lc v lch thc t so snh vi d kin (Actual

Versus Estimated Analysis of Effort and Schedule)

i vi lch v n lc, hu ht d n iu c s chnh lch gia tin c hoch nh

v tin thc t ca n. Tuy nhin, cc chnh lch nh n lc c th c coi l bnh
thng" v khng ng c ch c bit. Ngc li, cc chnh lch "ng k" c
ngha l d n c th ang hng ti s tht bi v do cn phi c thm cc hot
ng phn tch v kim sot n.

phn bit s khc nhau gi bnh thng v ng k, cc gii hn chnh lch c th

chp nhn c phi c thit lp trong k hoch d n, nh c tho lun trong
Chng 7. Nhiu d n ti Infosys c gii hn chnh lch n lc (effort deviation) vo
khong 20% v gii hn chch lch lch (schedule deviation) l 10%. Cc gii hn thc t
cho mt d n c quy nh c th trong k hoch qun l ca n.

Nu chnh lch ti mt mc vt qu cc gii hn ny, n hm rng d n c th s i

vo rc ri v c th khng p ng c cc mc tiu ca n; do di p lc v thi
gian, cc thnh vin ca d n c th bt u dng cc con ng tt (bin php nhanh
chng trc tip hn) khng mong mun. Tnh trng ny i hi ngi qun l d n phi
hiu c l do cho s thay i v p dng cc hnh ng khc phc v phng nga nu
cn thit. Bng 11.3 lit k cc hng dn cho cc hot ng phn tch v kim sot m
mt ngi qun l d n c th xem xt.

Bng 11.3 cha cc xut cho c hai loi thay i: n lc c lng qu thp hoc n
lc c lng qu cao. Mt s l do c a ra, cng vi nhng hnh ng kim sot

271
c th. V d, nu c lng l qu thp, cc l do c th l qu lc quan, s tn dng
nhn s thp (c ngha l, c lng ph trong d n), mt thnh vin quan trng vng mt,
hoc cc thnh vin trong nhm c mc chuyn mn thp. i vi mi l do, mt s hot
ng kim sot c xut. V d, nu c lng l qu lc quan, ngi qun l
d n c th xem xt li d ton (c lng), yu cu v nhn s, hoc c gng thu
hp quy m d n li. Hu ht cc mc trong Bng 11.3 th c th hiu c (khng cn
gii thch) (self-explanatory).

Bng 11.3. Cc hng dn cho hiu sut n lc/lch

L do c th (Possible Reason) Cc hot ng xem xt (Actions to Consider)

Nu thc t nh hn c lng mt lng ln hn gii hn cho php

(If Actual Is Less Than Estimate by More Than the Allowable Limit)

Cc c lng cho cc chng trnh th c lng li cc m-un tng lai.

qu cao hoc nhm d n c nhiu kin (Reestimate for future modules.)
thc v kinh nghim chuyn mn hn d c lng li nhn cng
kin. (Release resources.)
(Estimates for programs were too high or
project team has more domain knowledge
or experience than expected.)

Cc nhim v n thi im hin ti vn Xem xt li cc nhim v c lm n thi

cha c thc hin trit k lng.
(The tasks so far have not been
thoroughly) performed.
im hin ti v xem xt li lch ca cc sn phm
cng vic vn cha c xem xt li.
(Review tasks done so far and schedule reviews
for work products not reviewed.)
Kim tra li bn ghi vn .
(Examine issues log.)

Nu thc t ln hn c lng mt lng ln hn gii hn cho php

(If Actual Is More Than Estimate by More Than the Allowable Limit)

Kin thc chuyn mn thp. Xp lch o to.

(Low domain knowledge.) (Schedule training.)

Kinh nghim phn mm/vit m ca tc Phn cng li tn dng kinh nghim sn c.

gi thp. (Reassign to leverage existing experience.)
(Low software/coding experience of

272
author.)

Lnh vc cng ngh mi. c lng li hoc yu cu v nhn s.

(New technology area.) (Reestimate or request resources.)
m phn ngy giao sn phm.
(Negotiate delivery dates.)

Cc c lng qu lc quan. Xc nh cc thnh phn cn b sung thm n lc,

(Estimates were too aggressive.) v xem li c lng cho cc hot ng tng lai.
(Identify main components for extra effort, and
revise estimate for future activities.)
Yu cu v nhn s.
(Request resources.)
m phn thu hp quy m d n li.
(Negotiate to scale down project objectives.)

Ti u ha ngun nhn s thp. Xp li lch v xp li u tin cho cc nhim v,

(Resource optimization is low.) v xc nh v loi b thi gian ang ch i.
(Reschedule and reprioritize tasks, and identify and
eliminate "waiting times.")

Mt thnh vin quan trng vng mt. Leo thang vn (Escalate the issue.)
(Nonavailability of a critical resource.) Ly nhn s d phng (Get a backup resource.)
Xp li lch, lun ngh ti (cc) nhn s quan trng
trong u. (Reschedule, keeping critical
resource(s) in mind.)

Qu nhiu cng vic b lm li do cht Xc nh ngun gc ca vn v sa li chng.

lng km ca cc giai on trc. (Identify sources of problems and rectify them.)
(Too much rework due to poor-quality of Thay i lch ca d n.
output of earlier phases.) (Change project schedule.)

Cc mu ca s chnh lch n lc (pattern of effort deviation) cng c th hu ch cho

vic phn tch. Nu s chnh n lc lun tip tc tng vi mt tc khng thay i
(consistently increasing) t ct mc ny ti mc khc, thm ch nu n di ngng,
mt s hnh ng c th c thc hin. Tng t nh vy, nu hnh ng kim sot
c thc hin v phn trm chnh lch c gim ct mc k tip, n cho thy
rng cc hnh ng mang li hiu qu nh mong mun. Ngc li, nu chnh lch n
lc thm ch cn tng cao hn na sau khi cc hnh ng c thc hin, n ng

273
rng cc hnh ng trc khng lm vic tt v cc hnh ng quyt lit hn c
th l cn thit.

Ngoi hiu sut qu kh, ti mi ct mc, ngi qun l d n c th kim tra li d on

cho phn cn li ca d n. i vi n lc, trong phn tch ti ct mc, s lng nhn s
sn c v s lng cn thit cng c bo co. Nu s lng n lc c sn (da trn
s nhn s) l thp hn ng k hn so vi lng cn thit, r rng l cn phi c cc
hnh ng no . Vic t c kh nng nhn thy c trnh trng ny (visibility)
m c hnh ng kp thi chnh l mc ch ca phn tch ny.

11.2.2 Gim st cht lng (Monitoring Quality)

gim st phng din th ba - cht lng - s o chnh l s lng li c tm thy.

Ngoi ra, s lng v tnh trng ca cc xem xt li (reviews) c thc hin v tnh
trng v hiu qu ca cc hot ng phng nga li cng c theo di. Bi v s lng
li cng c c lng trong sut qu trnh lp k hoch, li c nh gi theo cng
mt cch thc nh lch v n lc. Tc l, bng cch s dng cc mc li (defect
levels) c d on trong k hoch d n cho cc giai on khc nhau v s lng li
thc t c tm thy, ngi qun l d n chun b mt phn tch so snh gi tr thc t
vi gi tr c lng. Nu chnh lch ny vt qu ngng ca d n, phi phn tch
nguyn nhn ca s chnh lch ny da trn quyt nh m c y lm ln cc hnh
ng mang d n tr li tm kim sot. Bng 11.4 a ra cc hng dn lin quan
n cc l do v cc hnh ng kim sot c th. (Chng 10 m t cc hng dn
nh gi qu trnh xem xt li).

i vi cc nhim v kim sot cht lng ca kim th v xem xt li, bn cnh s

lng li c tm thy, ngi qun l d n cng phn tch so snh gi tr thc t vi gi
tr c lng cho n lc (effort) xi trong cc nhim v ny. Nhng d liu ny rt hu
ch cho vic phn tch tnh hnh khi m s lng li thc t c tm thy c khc bit
ng k so vi s lng li c lng. V d, nu c qu t li c tm thy sau khi kim
th h thng (system testing) v nu lng thi gian xi trong kim th h thng cng
l qu t, l do thc hin kim tra sut tr nn r rng hn.

274
 Bng 11.4. Cc hng dn khi s li c tm thy khc vi c lng

L do c th (Possible Reason) Cc hot ng xem xt (Actions to Consider)

Nu thp hn c lng (If Fewer than Estimate)

Sn phm cng vic c cht lng cao. Xc nh l do v xem c bi hc no c rt

(Work product is of high quality.) ra cho d n hoc cho quy trnh hay khng.
(Identify reason and see whether there are
possible lessons for the project or for the
process.)

Kim th cha . Kim tra li n lc xi cho kim th; xem

(Inadequate testing.) xt li k hoch kim th v m rng n.
(Check the effort spent on testing; review the
test plan and enhance it.)
Xp lch cho kim th thm
(Schedule further testing.)

Cc hot ng kim sot cht lng trc Kim tra li tt c cc bn ghi v xem xt li v
y c thc hin rt trit , k lng. v kim th.
(Very thorough execution of earlier quality (Examine all review and testing records for the
control activities.) project.)
Kim tra xem c bi hc no c rt ra cho
d n hoc cho quy trnh hay khng.
(Check whether there are possible lessons for
the project or the process.)

Cc c lng v s li th qu cao. Xc nh nguyn nhn v sa cha li cc

(Defect estimates are too high.) c lng.
(Identify cause and correct estimates.)

Nu nhiu hn c lng (If More than Estimate)

Cho n thi im hin ti, cc hot ng Kim tra li tt c cc bn ghi v kim th v

kim sot cht lng cha c thc hin
y .
(Inadequate execution of quality control
activities so far.)
v xem xt li.
(Examine all testing and review records.)
Xp lch xem xt li cc m-un quan trng
trc khi tip tc kim th.
(Schedule reviews of critical modules before
continuing with testing.)

275
Vic xem xt li v kim th n vi c M rng k hoch kim th v xp lch
lp k hoch cha . kim th thm.
(Insufficient reviews and unit tests planned.) (Enhance test plan and schedule further
testing.)
Xem xt li cc c lng v cc k hoch
cho chp nhn.
(Review estimates and plans for acceptance.)

Cc c lng v s li th qu thp. Xc nh nguyn nhn v sa cha li cc

(Defect estimates are too low.) c lng.
(Identify cause and correct estimates.)

S o th hai c gim st l s lng cc xem xt li c thc hin. Khi c p lc

v thi gian, c xu hng b qua cc xem xt li c ln hoch. Bi v nhng xem
xt li ny l mt phn quan trng ca k hoch cht lng c pht trin t
c mc tiu cht lng ca d n, vic thc hin tha chng l cn thit. Do ,
bo co ti ct mc ch ra nhng xem xt li no c lp k hoch v nhng xem xt
li no thc s c thc hin. Hiu sut thc t ca mi xem xt li s c theo di
ti thi im hon thnh xem xt li , nh c tho lun trong Chng 10.

11.2.3 Gim st ri ro lin quan (Risk-Related Monitoring)

Ri ro v cc hot ng lin quan cng c theo di ti cc ct mc. Nh tho lun

trong Chng 7, ri ro ca mt d n khng phi l tnh; nhn thc v ri ro thay i theo
thi gian v khi cc bc gim thiu ri ro (risk mitigation steps) c thc hin. V
vy, rt quan trng nh gi ri ro v lu v tc ng ca cc bc gim thiu ri
ro cho n thi im hin ti. V l do ny, nhn thc v ri ro hin ti, cng vi tnh
trng ca cc bc gim thiu ri ro hin ti, c bo co li trong bn bo co
phn tch ti ct mc. R rng, nu nguy c ri ro (risk exposure) do nhiu ri ro cha
c gim, n ng rng cc bc gim thiu ri ro khng mang li hiu qu nh
mong mun. Do , ri ro v cc bc gim thiu tc ng ca n phi c nh gi
li.

Mt bc gim thiu ri ro quan trng l o to (training), c ngh i ph

vi nhiu loi ri ro. o to cng l mt hot ng quan trng trong bt k d n no lin
quan n cng ngh mi hoc nhng ngi mi v nu khng c thc hin ng cch

276
c th s to ra nhng ri ro mi. trnh gim st vic o to khi b trt khi k
hoch, bo co ti ct mc s m t cc cng vic o to lin quan n d n c
ln k hoch v thc s c thc hin.

Cc thay i yu cu (requirement changes) cng gy ra ri ro cho d n bi v chng c

tc ng tiu cc n chi ph, tin v cht lng. Chng 3 gii thch quy trnh qun l
thay i yu cu. Trong phn tch ti ct mc, mt bn bo co tm tt nhng thay i
va c yu cu v tc ng ca chng ln n lc v tin .

Cc vn (issue) pht sinh t lu m vn cha c gii quyt, cng c th tr

thnh ri ro. Do , tnh trng ca vn cng c bo co trong phn tch ti ct mc.
Ngoi ra, khiu ni ca khch hng, trong nu r cc ri ro nghim trng ca d n,
cng c bo co. c bit, s lng khiu ni ca khch hng mi nhn c, s
lng khiu ni ca khch hng c gii quyt, v s lng khiu ni ca khch
hng ang ch c gii quyt u phi c bo co.

11.2.4 Phn tch ti ct mc cho d n ACIC

Chng ta hy nhn vo mt bn bo co phn tch ti mt ct mc ca d n ACIC. Phn

tch ny, c trnh by trong Hnh 11.3, c thc hin khi vng lp Xy dng u tin
(first construction iteration) ca d n ACIC c hon thnh. N cho thy hu nh
khng c s trt tin v n lc, v lng n lc c sn gn bng vi lng n lc
cn thit hon thnh d n. Do , d n ang nm trong tm kim sot nhng
phng din ny, v khng c hnh ng no cn c thc hin thm. Tuy nhin, i
vi phng din cht lng, bo co ch ra rng mc li (defects) cao hn so
vi d kin bi v c nhiu li hn tim vo. Do , mt hot ng phng nga li
(defect prevention activity) c thc hin. Ngoi ra, t l tim li cho phn cn li ca
d n cng c xem li.

277
Hnh 11.3. Bo co phn tch ti ct mc ca d n ACIC

278
279
Ngi qun l d n nh gi li nhng ri ro v pht hin ra rng, mc d cc ri ro m
d n ang phi i mt th khc vi cc ri ro c xc nh vo lc bt u d n,
nhng khng c thay i no xy ra cc ri ro v u tin k t ct mc trc .
Bo co phn tch cng ch ra rng cc hot ng o to c thc hin nh k
hoch.

11.3 PHN TCH MC HOT NG BNG CCH S DNG

SPC

Phn tch ti ct mc dng cc s o (metrics) theo di trng thi ca d n ti cc cc

ct mc c xc nh v xut cc hnh ng khc phc nu cn thit. Tuy
nhin, vic phn tch ti cc ct mc th kh xc nh c hot ng no trong nhiu
hot ng c thc hin k t ct mc trc c th l nguyn nhn lm gim
hiu sut. Tnh trng ny cng tng t nh thc hin kim th h thng; g li
(debugging) th kh khn hn nhiu khi h thng ang cha nhiu n v (units). G li
trong sut qu trnh kim th n v (unit testing) s d dng hn nhiu. Kh khn trong
vic xc nguyn nhn gy ra gim hiu sut lm gii hn cc hnh ng khc phc c th
c thc hin.

280
 cung cp kim sot tt hn, phn tch mc hot ng (activity-level analysis) cng
c thc hin ti Infosys. Trong phn tch mc hot ng, vi s o c phn tch
ngay lp tc sau khi mt cng vic va c thc hin xong. Phn tch ny c s
dng nh gi hiu qu ca hiu sut cng vic (task performance). Nu cng vic
khng c thc hin tha mn, ngay lp tc s c hnh ng c thc hin sa n
v ngn chn n lp li.

Phn tch mc hot ng thng c thc hin bng cch s dng phng php
Kim sot quy trnh dng thng k (SPC - statistical process control). Infosys, xem xt
li (reviews) v kim th n v (unit testing) c xc nh l hai nhim v p dng
SPC. S dng biu kim sot (control charts), ngi qun l d n c th nh gi
ngay lp tc tnh hiu qu ca mt xem xt li hoc mt kim th n v. Nu hiu sut
khng c tha mn, s c hnh ng cn thit c thc hin.

Lu rng cc hot ng thit k, thit k chi tit, kim th h thng, v.v. c nh

gi ring thng qua phn tch ti ct mc bi v chng thng bt u v kt thc ti cc
ct mc. Do , trng tm ca gim st mc hot ng (activity-level monitoring) l
cc hot ng c lin quan n m (coding-related activities) ca xem xt li v kim th
n v.

Chng 7 tho lun v nhng vn c bn ca phng php Kim sot quy trnh dng
thng k (SPC), v Chng 10 gii thch qu trnh theo di v kim sot cc xem xt li
bng cch s dng SPC. y chng ti tho lun qu trnh gim st v kim sot p
mc hot ng ca kim th n v - mt hot ng c p dng SPC. Tip cn cho kim
th n v th tng t nh tip cn c s dng cho gim st xem xt li. c trng
hiu sut (performance characteristic) chnh c gim st l mt li c pht hin
(density of defects detected) trong kim th n v. T cc d liu qu kh v kim th
n v, cc gii hn kim sot (control limits) (tc l, phm vi ca mt li chp nhn
c) c t c. Vo cui ca mi kim th n v, mt li c so snh vi
phm vi gii hn. Nu n ri bn ngoi cc gii hn, cc hnh ng khc phc hoc
phng nga cn c thc hin. Cc hng dn c a ra trc y cho kim th c
th c s dng quyt nh hnh ng no l cn thit ( phn tch, cc nh qun l
d n c th s dng cc thng tin h tr nh l n lc c xi cho mi cng vic, n
lc tiu tn cho cc cng vic trc y, v li c tm thy). Hnh 11.4 cho thy biu
kim sot mt li cho kim th n v ca mt ngn ng lp trnh. Mt li c th

281
c v di dng s lng li trn mi LOC (number of defects per LOC) hoc s lng
li trn mi ngi-gi (defects per person-hour). Bng 11.5 cho thy baseline v kh nng
ca kim th n v, cung cp t l li ca vi ngn ng.

Hnh 11.4. Biu kim sot ca kim th n v ca cc chng trnh Visual Basic

Bng 11.5. T l li trong kim th n v ca vi ngn ng

Ngn ng (Language) Phm vi t l li (trung bnh) (Defect Rate Range (Average))

PB 0.00030.0266 defects/LOC (Avg: 0.008)

C 0.00040.0206 defects/LOC (Avg: 0.0052)

C++ 0.000090.0067 defects/LOC (Avg: 0.0017)

RPG 0.00060.0075 defects/LOC (Avg: 0.0025)

Ging nh vi xem xt li, nhng ngi qun l d n c th s dng cng c SPC

ci t kim sot mc hot ng (activity-level control) ca kim th n v. Cng c
ny c cha d liu hiu sut trong qu kh chng hn nh t l tim li, t l loi b li,
v.v. S dng d liu ny, n xc nh c cc gii hn kim sot (control limits) cng
nh cc gii hn c mong i (expected limits). Khi d liu hiu sut ca mt kim th
n v c nhp vo, cng c ny ngay lp tc ni cho bit l hiu sut (performance)
c nm bn ngoi cc gii hn hay khng. Nu n nm ngoi gii hn, phn tch su hn
phi c thc hin xc nh nhng hnh ng cn c thc hin, nu c.

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11.4 PHN TCH V PHNG NGA LI (DEFECT ANALYSIS AND
PREVENTION)

Phng nga li nhm mc ch hc hi t cc li c tm thy trong d n cho n

thi im hin ti v phng nga li trong phn cn li ca d n. Nh tho lun
trong Chng 5, cc hot ng phng nga li thng c thc hin hai ln trong mt
d n: mt ln khi khong 20% cc m-un c ci t m v kim th n v, v
mt ln na khi 50% cc m-un c ci t m v kim th n v. Cc cng vic
chnh ca cng tc phng nga li l thc hin phn tch Pareto xc nh cc loi li
chnh, thc hin phn tch nguyn nhn (causal analysis) xc nh nguyn nhn ca li,
v xc nh cc gii php loi b cc nguyn nhn . y chng ti tho lun lm
th no nhng cng vic ny c thc hin trong mt d n.

11.4.1 Thc hin phn tch Pareto

K thut thng k (statistical technique) thng c s dng phn tch nguyn nhn,
phn tch Pareto (Pareto analysis) l mt trong nhng cng c chnh qun l cht
lng [7][8]. i khi n cng c gi l quy tc 80-20: 80% cc vn n t 20% trong
nhng ngun c th. Trong phn mm, n c th c ngha l 80% li xut pht t 20%
cc nguyn nhn gc hoc 80% li c tm thy trong 20% ca m.

Bc u tin trong cng tc phng nga li l v mt biu Pareto t d liu v li. S

lng cc li c tm thy theo cc loi khc nhau c tnh ton t cc d liu v li
v c v thnh mt biu thanh (bar chart) theo th t gim dn. Cng vi biu
thanh, mt biu khc c v trn cng mt th cho thy s lng li tch ly khi
chng ta di chuyn t cc loi li nm bn tri ca trc x sang bn phi ca trc x. Biu
Pareto trnh by r rng qua hnh nh cng nh qua nh lng cc loi li chnh, v cho
bit nhng loi li no chim 80% -85% tng s li. Thay v v biu s lng li,
bn c th v mt tng trng lng li (weighted sum) bng cch gn cc trng lng
(weights) khc nhau cho cc loi li khc nhau.

Ton b th tc chung thc hin phn tch Pareto nh sau:

1. Lit k tt c cc li c xc nh cho n nay.

2. Tnh tng s cc li theo mi loi.

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3. Sp xp li loi li th t gim dn ca s li.

4. Tnh ton t l phn trm ca tng loi li tng ng vi tng s cc li pht hin.

5. Xc nh loi li l nguyn nhn gy ra khong 80% tng s cc li.

V d, hy xem xt biu Pareto cho d liu v li ca d n ACE c hin th trong

hnh 11.5. Trong d n ny, cc tnh nng mi c thm vo h thng hin c. Cc d
liu v li t tt c cc cng vic nng cp trc (all previous enhancements) c
s dng cho phn tch ny. Nh bn c th thy, s lng li cao nht l cc li lgic
(logic defects), tip theo l cc li giao din ngi dng (user interface defects) v cc li
chun (standards defects). Tng ba loi li ny chim hn 88% tng s cc li, trong
hai loi u chim hn 75%. R rng, mc tiu phng nga li nn c hai hoc ba loi
u ny.

Hnh 11.5. Biu Pareto cho cc li c tm thy trong d n ACE

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11.4.2 Thc hin phn tch nguyn nhn

Biu Pareto gip nhn din cc loi li chnh c tm thy trong d n cho n
thi im hin ti v c th c tm thy trong phn cn li ca d n, tr khi c hnh
ng no c thc. Nhng li ny c th c coi nh l "hu qu" (effects) m bn
mun gim thiu trong tng lai. gim li, bn phi tm ra nguyn nhn chnh ca
chng v sau c gng loi b chng. Mt s nhn qu (CE - cause effect diagram)
c th c s dng xc nh nguyn nhn ca hu qu c quan st thy
(observed effects) [7][ 8]. V d, s nhn qu c th c s dng xc nh nguyn
nhn chnh lm cho s li giao din GUI cao (hoc li lgic ) trong d n ACE. Mc ch
chnh ca s CE l trnh by bng ha mi quan h gia mt hu qu (effect) v
cc nguyn nhn (causes) khc nhau c th c ca n. Hiu c nguyn nhn s gip
xc nh cc gii php loi b chng.

Bc u tin trong vic xy dng mt s nhn qu (cause-effect diagram) l i xc

nh hu qu (effect) c phn tch. Trong v d ACE, hu qu c th l "qu nhiu li
giao din GUI". xc nh nguyn nhn, trc tin bn thit lp mt s loi nguyn nhn
chnh. i vi qu trnh sn xut (manufacturing), cc nguyn nhn chnh thng l nhn
lc (manpower), my mc, phng php, vt liu (materials), o lng (measurement),
v mi trng (environment). phn tch nguyn nhn ti Infosys, mt tp hp chun
cc nguyn nhn chnh gy ra cc li ny l quy trnh (process), con ngi (people), cng
ngh (technology), v o to (training) (o to c tch ra khi con ngi bi v n
xut hin rt thng xuyn). Cu trc chnh ca s cho thy hu qu l mt hp (box)
nm bn phi; mt ng ngang thng (ng chnh) ko di t hp ny, v mt
ng cho mi nguyn nhn chnh gy ra kt ni vo ng chnh.

phn tch cc nguyn nhn, cu hi chnh l, "Ti sao nguyn nhn ny gy ra hu

qu ny?" cho mi nguyn nhn chnh. Nhng cu tr li cho nhng cu hi ny tr thnh
cc nguyn nhn con (subcauses) v c biu din nh l cc ng ngang ngn
ngang ni vo ng ang trnh by nguyn nhn chnh. Sau , cng mt cu hi s
c hi cho nhng nguyn nhn c xc nh. Qu trnh "Ti sao-Ti sao-Ti sao"
ny c lp i lp li cho n khi tt c cc nguyn nhn gc r (root causes) c
xc nh tc l, cc nguyn nhn m cu hi "Ti sao" cho n th khng cn c cu tr

285
li no khc na. Khi tt c cc nguyn nhn c nh du trong biu , hnh nh cui
cng trng ging nh mt cu trc xng c (fish-bone structure), v v th s nhn
qu cn c gi l mt s xng c (fish-bone diagram), hoc s Ishikawa (tn
ca ngi pht minh ra n).

Cc bc chnh v mt s nhn qu nh sau [8]:

1. Xc nh r cc vn (hu qu) c nghin cu. phng nga li, n

thng l "c qu nhiu li loi X."

2. V mt mi tn t tri sang phi vi mt hp (box) cha hu qu u bn phi.

y l xng sng (backbone) ca s .

3. Xc nh cc loi nguyn nhn chnh. y c th l cc loi nguyn nhn chun

hoc mt s thay i (bin th) ph hp vi vn .

4. Vit nhng nguyn nhn chnh ny vo trong cc hp (box) v kt ni chng bng

cc mi tn cho n xng sng. Nhng nguyn nhn ny hnh thnh cc xng
ca biu .

5. Thu thp kin ca nhm (team) v cc nguyn nhn con (subcauses) ca cc

nguyn nhn chnh bng cch hi nhiu ln, cho mi nguyn nhn chnh, "Ti sao
nguyn nhn chnh ny to ra hu qu?"

6. Thm cc nguyn nhn con vo s nhm xung quanh xng ca nguyn nhn
chnh. Nu cn thit, chia nh hn na nhng nguyn nhn ny. Dng li khi khng
cn tm thy cu tr li no ng gi cho cu hi.

Khi s xng c c v xong, bn xc nh c tt c cc nguyn nhn ca hu

qu ang c nghin cu. Tuy nhin, nhiu kh nng s xng c ban u s c
qu nhiu nguyn nhn. R rng, mt s nguyn nhn c tc ng ln hn so vi nhng
nguyn nhn khc. Do , trc khi hon tt vic phn tch nguyn nhn gc r, bn hy
xc nh nhng nguyn nhn hng u, ch yu l thng qua tho lun. phng nga
li, bn c th thc hin ton b thc hnh ny cho mt hoc hai loi li u c tm
thy trong phn tch Pareto.

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Hnh 11.6 cho thy s xng c ca d n ACE. Trong phn tch ny, cc nguyn
nhn ca ba loi li chnh c tho lun trong mt cuc hp tp th. Do , hu qu
ca chng ti l "c qu nhiu li logic/GUI/li chun" (too many logic/GUI/standards
defects). Khi chng ti hi cu hi, "Ti sao con ngi gy ra qu nhiu li lgic hoc GUI
hoc li chun?", chng ti xc nh c mt s l do (gn nh r rng): thiu o to
(lack of training), s sut (oversight) (c ngha l, thiu tp trung), thiu cc k nng v
cng ngh (lack of technical skills). Tng t nh vy, khi chng ti hi, "Ti sao cc quy
trnh gy ra qu nhiu li lgic/GUI/li chun?", cc cu tr li l "tiu chun khng c
lp ti liu y " ("standards not comprehensively documented) v "mi ngi khng
nhn thc c cc tiu chun" (people not aware of standards). i vi cng ngh
(technology), cc nguyn nhn l "cc c t khng r rng" (unclear specifications) v
"cc vn k thut ca cc cng c" (technical problems of tools). Cc cuc hp tho
lun tp th phn tch nguyn nhn to ra nhiu nguyn nhn hn. Sau khi lit k
tt c nhng li xut c a ra trong sut cuc hp, nhm phng nga li xp
hng u tin chng bng cch xem xt tng li mt v xc nh cc nguyn nhn ca n.
Cc nguyn nhn xut hin thng xuyn nht s c u tin cao. Chng c trnh
by trong Hnh 11.6.

Hnh 11.6. S nhn-qu cho d n ACE

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11.4.3 Pht trin v thc hin cc gii php

Cho n thi im ny, chng ta tho lun lm th no xc nh cc loi li thng

xuyn xy ra v nguyn nhn gc r ca chng. Giai on tip theo l phi hnh ng
lm gim s xut hin li.

M hnh c bn l cu ngn ng "Mt Ao-x (ounce) phng nga c tr gi bng mt cn

(pound) cha bnh." Vi phng nga li, bn khng c gng "cha tr" cc li phn
mm, thay vo , bn ang dng cc hot ng phng nga m phn mm khng "b
m" t li. Cc hot ng phng nga ph bin l to ra hoc ci tin danh sch kim tra
(checklists), t chc cc chng trnh o to (training) v xem xt li (reviews), v bng
cch s dng mt cng c c th. Tt nhin, i khi bn phi c nhng hnh ng quyt
lit chng hn nh thay i quy trnh (process) hoc cng ngh (technology).

Cc gii php, nh phn tch nhn-qu (cause-effect analysis), c pht trin thng qua
mt cuc hp tho lun tp th. Do , hai bc ny thng c thc hin trong cng
mt cuc hp. y l cch c thc hin Infosys.

Cc gii php phng nga c xc nh r di dng cc hot ng (actions) m mt

ngi no phi thc hin. Do , vic thc hin (implementation) cc gii php l yu
cu then cht. Nu cc gii php khng c thc hin, chng s khng c s dng.
Infosys, bn cnh ch ra gii php, ngi chu trch nhim thc hin n cng c
ch nh. Nhng hot ng ny sau c b sung vo lch chi tit ca cho d n, v
qu trnh thc hin n c theo di nh cc cng vic khc. Bng 11.6 cho thy nguyn
nhn gc r v cc hot ng phng nga c pht trin cho d n ACE. Cc hot
ng phng nga c xut th c th hiu c (khng cn gii thch) (self-
explanatory). Chng c ln k hoch trong lch Microsoft Project (MSP) ca d n.

Mt phn quan trng trong vic thc hin cc gii php ny l phi xem chng c mang li
hiu qu nh mong mun trong vic gip lm gim t l tim li (injection of defects) v do
gip lm gim n lc lm li cng vic (rework) hay khng. Tip tc phn tch cc li
c tm thy sau khi cc gii php c thc hin c th cung cp ci nhn su sc

288
cho cu hi ny. Ni chung, cc phn tch tip theo phng nga li c th c s
dng cho mc ch ny. Ngoi vic theo di tc ng, tip tc phn tch nh vy c hiu
qu rt ln. Vic nhn thy c cc li ch s thuyt phc mi ngi. Do , ngoi vic
thc hin, tc ng (impact) ca vic thc hin cng cn c phn tch.

11.4.4 Phng nga li trong d n ACIC

By gi chng ta hy nhn vo quy trnh phng nga li (DP - defect prevention process)
cho case study ACIC. D liu v li sau khi vng lp Xy dng u tin (first construction
iteration) c phn tch, v tn s ca cc loi li khc nhau c trnh by trong
Bng 11.7. Hnh 11.7 cho thy biu Pareto ca d liu v li.

Hnh 11.7. Biu Pareto ca d liu v li

Mc ch chnh ca cc hot ng phng nga li l lm gim t l tim li. Trong vng

lp u tin (first iteration), ngi qun l d n ACIC bit rng c t nht 57 li
c tim vo. T d liu n lc, ng tnh ton t l tim li cho giai on xy dng l
0.33 li trn mi gi. Theo k hoch, n c d kin khong 70% cc li s c
tim vo trong hot ng xy dng (build activity), n lc c lng (d ton) l khong
110 ngy (khng bao gm c lng lm li cng vic). Tc l, theo k hoch cht
lng v n lc, t l tim li trong sut qu trnh ci t m (coding) d kin l khong
0.1 li trn mi ngi-gi. Tuy nhin, sau vng lp u tin, t l tim li ba ln nhiu
hn con s ny! R rng, cc hot ng phng nga li cn c thc hin t c
cc mc tiu.

289
 Bng 11.6. Cc nguyn nhn gc v gii php xut cho d n ACE

Phn cng
cho Ngy thc hin
Nguyn nhn gc Cc hot ng phng nga (Assigned (Implementation
(Root Cause) (Preventive Actions) to) Date)

Cc chun khng c Thc hin c li cc chun Tt c mi 15/12/00

theo. bi nhm (sau khi chng ngi
c cp nht).
(Standards not followed) (Do a group reading of the (All)
standards (after they have
been updated).)
m bo rng cc chun
phi c theo.
(Ensure that standards are
followed in the mock projects
done.)

Chun/danh sch kim tra Thc hin xem xt li cc Xxxx Tun ti

c lp ti liu khng tt. chun bi nhm v c
chuyn gia bn ngoi tham (Next week)
(Standards/checklists not gia v sau cp nht li
documented well) cc chun.
(Do a group review of the
standards with expert from
outside and then update the
standards.)

S sut (thiu tp trung) T xem xt li All nh hng ngay

(Effective self-review) (Immediate effect)
(Oversight (incomplete
attention)) Xem xt li m mt cch nh hng ngay
nghim ngt (Immediate effect)
(Rigorous code reviews)

c t khng r Xem xt li cc c t. All nh hng ngay

rng/khng ng. ( Specification reviews) (Immediate effect)

290
(Unclear/incorrect
specifications)

Thiu o to. Mi ngi tham gia s lm xxxx 29/12/00

(Lack of training)
c t chi tit v k hoch
mt d n gi, m ca n
c xem xt li v c
kim th k lng.
(Every new entrant will do a
mock project, whose code
will be reviewed and tested
thoroughly).
kim th s c lm tng
t.
(A detailed specification and
test plan will be made for the
same.)

Cc vn v k thut. Cung cp kin thc cho mi

(Technical problems)
Vit mt BOK (c s tri thc)
ngi v cc vn v lm
th no trnh chng.
(Create awareness in people
about the problems with the
tools and how to avoid them.)
v vn v mi ngi
c th dng c n.
(Write a BOK on this and
make it available.)

Thiu k nng v cng Lp ti liu mt BOK v cc xxxx 31/01/01

ngh. ch nh Sheridan grids,
(Lack of technical skills) recordsets, Active Reports.
(Document a BOK on topics
like Sheridan grids,
recordsets, Active Reports.)

lm gim ng k t l tim li, ngi qun l d n quyt nh gii quyt ba loi

li: lgic, chun, v m d tha. Mt cuc hp tho lun tp th c t chc xc

291
nh cc nguyn nhn gc r v cc hot ng phng nga c th. Th tc thng xuyn
thu thp kin (brainstorming) c s dng. u tin, tt c cc nguyn nhn c th m
mi ngi ngh c lit k, v sau l nhng nguyn nhn c xc nh l
th phm chnh c tch ra. i vi cc nguyn nhn ny, cc hot ng phng nga
c tho lun v cui cng c nht tr. Bng 11.8 cho thy kt qu cui cng ca
cuc hp phn tch nguyn nhn n gm: cc nguyn nhn gc r chnh v cc hot
ng phng nga s c thc hin. Nhiu trong s cc hot ng phng nga ny
tr thnh cc hot ng xp lch c (schedulable activities) v c thm vo lch
ca d n v sau c thc hin.

Bng 11.7. Tm tt v d liu v li sau vng lp u tin, d n ACIC

Loi li (Defect Type) S lng li (Number of Defects)

Logic 19

Chun (Standards) 17

M d tha (Redundant code) 11

UI 8

Kin trc (Architecture) 2

Tng (Total) 57

Cc hot ng phng nga c a ra trong bng l ngh ca cc thnh vin trong

nhm; ngi qun l d n phi xc nh chc chn rng chng cho kt qu nh mong
mun. bit xem nhng s o ny thnh cng hay khng trong vic lm t l tim li,
cch duy nht kim tra iu ny l dng d liu v li.

Cc hot ng phng nga li c thc hin sau vng lp Xy dng u tin (first
construction iteration) c thc hin xong. V d n ACIC c ba vng lp nh vy, t
l tim li sau hai vng lp tip theo c tnh ton. Hnh 11.8 cho thy kt qu phn
tch c thc hin sau hai vng lp cn li. Biu ny cho thy r rng tc ng ca
vic thc hin cc hot ng phng nga ln t l tim li: N gim t hn 0.33 xung
di 0.1!

292
 Hnh 11.8. T l tim li trong cc vng lp khc nhau, d n ACIC

Bng 11.8. Cc nguyn nhn gc r v cc hot ng phng nga cho d n ACIC

Loi li (s
lng) Phn cng
(Defect Type cho
(Number of Nguyn nhn gc r Hot ng ngn chn (Assigned
Defects)) (Root Cause) (Preventive Action) To)

Chun Thiu kinh nghim o to T (Self)

(Standards) lp trnh.
(17) (Training.)
(Lack of programming
experience)

S sut Cc nh pht trin nn c cc chun ci T (Self)

t m cn thn v thc hin theo chng.
(Oversight)
(Developers should read the coding
standards carefully and adhere to them
strictly.)

Thiu hiu r v cc (i) Xy dng mt phng php sinh ra xxxx

293
 c t chng trnh. c t chng trnh t Rational Rose. (ii)
Chun b mt danh sch kim tra xem
(Lack of xt li c t chng trnh. (iii) Chun b
understanding of cc hng dn vit c t chng trnh.
program specs use
and need) ((i) Come up with a method to generate
program specs from Rational Rose. (ii)
Prepare a checklist for reviewing program
specs. (iii) Prepare guidelines for writing
program specs.)

Cc chun ci t m Cp nht li cc chun ci t m v xxxx

cha c cp nht chun b mt ti liu lit k cc chun UI
cho d n.

(Coding standards (Update coding standards and prepare a

not updated) document listing the applicable project-
specific UI standards.)

M d tha Thiu s hiu r v o to xxxx

(Redundant ngn ng.
Code) (Lack of (Training.)
understanding of
(11) language)

Thiu s hiu r v (i) o to v cu trc c s d liu. (ii) Cuc hp v

m hnh i tng v Nh pht trin nn xem k lng m hnh DB c thc
c s d liu. i tng. hin bi xxxxx

(Lack of ((i) Training on database structure. (ii) ( Session on

understanding of Developer should go through the object DB to be
object model and model thoroughly.) taken by
database) xxxxx)

Thiu s hiu r v Tho lun nhm v hon thnh tp hp Nhm (Team)

m hin c. cc li gi phng thc chung v xc nh
chng c gi t u.

(Lack of (Group to discuss in a meeting and finalize

294
 understanding of the set of general method calls and identify
existing code) where they should be called from.)

Thiu s hiu r v Hiu chc nng ca m hnh bng v s xxxx

m hnh bng. ph thuc ln Table Selection v ni cho
nhm bit v n.
(Lack of
understanding of (Understand the functionality of table model
table model) and dependency on Table Selection and
inform the team about it.)

Logic (19) Thiu s hiu r v T chc cc cuc hp c m. T (Self)

m hin c.
(Arrange code reading sessions.)
(Lack of
understanding of
existing code)

Thiu kinh nghim o to xxxx

lp trnh.
(Training.)
(Lack of programming
experience)

Thiu s hiu bit v o to v Rational Rose xxxx

biu tun t.

(Lack of (Give training in Rational Rose.)

understanding of
sequence diagrams
representations)

Thiu s hiu r v Ging nh trc y xxxx

c s d liu v cc
x l lin kt.
(Lack of (Same as earlier.)
understanding of
database and
associated
processes.)

295
Thiu s hiu r v Ging nh trc y T (Self)
m hnh i tng.
(Lack of (Same as earlier.)
understanding of
object model)

S sut T kim th bi lp trnh vin nn c o to bi

lm k lng. T chc mt cuc hp v xxxx
(Oversight) lm th no kim th mt phn nh m.
(Training by
(Self-testing by programmer should be xxxx)
made more thorough. A session on how to
test a small part of code to be taken.)

Thiu hiu bit v cc Ngi pht trin s xem qua ti liu yu T (Self)
trng hp s dng. cu.

(Lack of (Developers will do a requirement

understanding of use walkthrough.)
cases)

Thiu hiu r v cc Nh pht trin tham kho n cc ma trn T (Self)

quy tc nghip v. c sn m chng ang dng cc quy tc
khc nhau. (ii) Nh pht trin xem xt li
(Lack of cc trng hp s dng ca cc ng dng
understanding of trc y hiu r v cc quy tc nghip
business rules) v.

((i) Developer to refer to the matrix

available that deals with various rules. (ii)
Developer to review use cases of earlier
application for better understanding of
business rules.)

Thiu s hiu r v Vic tip tc phn tch vi ngi xem xt Nhm (Team)
li. li nn c thc hin bi ngi ch li.
Mt c gng nn c lm lm gim
(Lack of bt k l hng giao tip no bng cch
understanding of thng xuyn tip tc phn tch cc vn

296
 defect) pht sinh ca nhm/thnh vin lin quan.

(Follow-up with the reviewer should be

taken by the owner of the defect. An
attempt shall be made to reduce any
existing communication gaps by more
frequent follow-ups of the issues with the
team/member concerned.)

Gim t l tim li ng rng s c t li hn c pht hin v sa cha. Do , hot

ng phng chng li thnh cng s dn n gim n lc lm li cc cng vic (rework
effort) sau giai on kim th. Hnh 11.9 cho thy n lc lm li cng vic trong ba vng.
(N lc lm li ny c thu c t WAR bi v c mt m khc nhau cho mt cng vic
lm li, v chng trnh v m-un cng c xc nh). N lc (chi ph) lm li sau vng
lp Xy dng u tin l khong 16% tng n lc ca vng lp . N lc ny gim
xung cn khong 5% v 3% trong hai vng lp tip theo. N lc b ra trong vic phn
tch nguyn nhn l mt vi gi phn tch d liu, cng vi mt cuc hp tho lun
nhm v phng nga li.

Hnh 11.9. N lc lm li trong d n ACIC gim do phng nga li

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11.5 QUY TRNH GIM SOT V KIM TRA (PROCESS
MONITORING AND AUDIT)

t c nhng li ch ca cc k hoch v cc quy trnh, cc d n c thc hin

theo chng mt cch ng n. Mi ngi c th lm cho nhng sai lm, v di p lc
ca thi hn hon thnh (deadline), h c xu hng dng cc con ng tt (bin php
nhanh chng trc tip hn) hoc cc php o c li, thng khng tun th (compliance)
theo cc quy trnh. m bo vic tun th theo cc quy trnh c xc nh, mt n
lc tch cc l cn thit. Kim tra (audit) nhm mc ch p ng yu cu ny.

Mc tiu c bn ca kim tra (audits) l m bo tun th (compliance) theo cc quy

trnh c xc nh v cung cp cho ngi qun l cao cp vi kh nng nhn thy
c (visibility) trong qu trnh s dng ca cc quy trnh. m bo mt mc hp l
ca vic tun th, kim tra phi c thc hin thng xuyn. Chng cng phi c hnh
thc (formal), cng vi mt thng bo c hnh thc (formal notice) ca vic khng tun th
(noncompliance) s c pht hnh v sau theo di cho n khi kt thc tha ng .
Hnh thc m bo rng "bnh ng c nhn" khng ng vai tr chnh v ngi qun l
cp cao t c kh nng nhn thy c s tun th quy trnh thng qua cc bn bo
co kim tra tm tt.

Ai nn tin hnh cuc kim tra? L tng nht, cc kim tra vin phi hiu cc quy trnh
ca cng ty v tm quan trng ca chng, v cn phi c s trng thnh v tm vc cn
thit c th nh gi vic thc hin d n mt cch khch quan. Kim ton vin cng
cn c o to v quy trnh kim tra.

Infosys, thnh vin n t cc d n khc s thc hin kim tra mt d n, v SEPG

(nhm quy trnh cng ngh phn mm) s chu trch nhim cung cp kha o to. Hng
thng, iu phi vin v kim tra s cng b mt lch trnh kim tra lch ny xc nh d
n no s c kim tra bi ai v khu vc no kim tra s tp trung vo (vic kim tra
nn tp trung vo kha cnh no ca quy trnh). Bnh thng, mt nhm gm hai ngi
tin hnh kim tra.

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11.5.1 Thc hin kim tra (Conducting the Audit)

Trong kim tra, kim tra vin tp trung vo vic xem d n c thc hin theo ng quy
trnh c nh ngha (xc nh) - quan tm nhiu nht n cc khu vc trong quy trnh
m vic kim tra cn quan tm. H t cu hi bit mt hot ng c thc hin nh
th no, v h nhn vo cc bng chng hoc kt qu u ra ca cc hot ng ny. H
c th s dng cc danh sch kim tra (audit checklists) xc nh cc cu hi. Cc
danh sch kim tra ny c xy dng nn t cc quy trnh c ph duyt v kinh
nghim trong qu kh, v h c gng ti a ha li ch t mt cuc kim tra bng cch
tp trung vo cc kha cnh ch cht nhiu hn vo cc kha cnh t quan trng. Di y
l cc phn ca mt danh sch kim tra lp k hoch cho d n:

K hoch d n (project plan) c c lp ti liu bng cch dng mu k hoch

d n chun (standard project plan template) khng?

K hoch d n c c nhm xem xt li khng?

K hoch d n c ph duyt v c baseline cha? V c qun l cu

hnh khng?

C mt hp ng c k kt khng?

Cc cam kt vi khch hng hoc cc nhm khc c xem xt li?

N lc dng cho d n c c c lng da trn d liu lch s khng?

c lng (d ton) n lc v lch c xem xt li?

K hoch cht lng y , v n c xem xt li?

Vng i c s dng trong d n c xc nh v c lp ti liu?

Cc thnh vin trong d n c v trch nhim cho tng cng vic c

xc nh v c theo di?

Cc bo hiu (triggers) c lng li (reestimation), chng hn nh khi c thay

i phm vi (scope changes) v cc hot ng khc phc cn thit (required
corrective actions), c xc nh cha?

299
 Cc phn sn phm giao cho khch hng, bao gm c ti liu hng dn
ngi s dng, c xc nh r rng cha?

Ri ro v k hoch gim thiu ri ro c xc nh v c lp ti liu mt

cch ng n cha?

Xem xt li, bo co tin , theo di, v cc c ch chp thun (approval

mechanisms) c xc nh cha?

Vic kim tra c coi l hon thnh khi nhm kim tra (audit team) hi tt c cc cu
hi v nhn vo tt c cc i tng (artifacts) mong mun. Mt bo co khng tun
th (NCR - noncompliance report) c pht hnh nh l bng chng cho thy rng cc
quy trnh c ph duyt khng c thc hin theo, hoc rng mt s khuyt im
(weakness) tn ti trong quy trnh c th dn n mt kim sot hay cha ti u.

Mt kha cnh then cht ca kim tra (v mt trong l nhn mnh trong o to) l th
tc tm kim kim tra vic tun th quy trnh v khng kim tra con ngi. tng ny
l nn tng cho tip cn theo quy trnh (entire process-oriented approach); s tp trung
nn lun lun nm quy trnh v ci tin quy trnh, v cc vn c tm thy trong mt
d n nn c c trng bi cc yu t quy trnh (process factors) ch khng bi yu t
con ngi. R rng, bo co khng tun th (NCR) ch ra cc loi chnh lch c tm
thy.

Vic xc nh s khng tun th (noncompliance) l mc tiu ca kim tra (v phn tch

kt qu kim tra c s dng nh gi hiu qu ca cc quy trnh), nhng khi 2
chuyn gia phn mm nh gi mt d n, h thng pht trin mt s tng lin quan
n cc kha cnh k thut ca d n hoc cc kha cnh qun l m chng c th hu
ch trong vic ci thin d n. Nhng vn ny thng khng to thnh s khng tun
th, nhng ngi ta khng mun b qua n. V vy, nhng iu c quan st thy nh
vy c ghi li trn mt biu mu ring c dng nh l cc ngh ca kim tra
vin. Cc bo co kim tra, bao gm c NCRs v nhng ngh, c gi cho ngi
iu phi (coordinator) ca cc cuc kim tra.

300
11.5.2 Cc hot ng tip tc theo di (Follow-up Actions)

Vic np bo co khng tun th (NCR) khng c ngha l kt thc hot ng kim tra.
Bi v mc ch c bn ca kim tra l m bo rng cc d n trin khai quy trnh
c ph duyt ca cng ty, cc bo co ny nn c s dng thc hin nhng thay
i cn thit trong d n m bt k vn no c a ra trong NCR cng c gii
quyt tho ng. Bc ny c gi l mt hnh ng khc phc (corrective action). i
vi mi NCR, mt s hnh ng khc phc phi c thc hin. Mt khi c thc
hin xong, n s c ghi li vo trong biu mu ca chnh NCR.

m bo rng cc vn trong NCR c gii quyt tha ng, ngi iu phi vic
kim tra m bo rng hnh ng phi c chp thun bi kim tra vin. Nu cc nhn
vin ny khng rnh, c vn cht lng (quality adviser) ca d n hoc ngi iu phi
vic kim tra c th chp thun hnh ng. Sau khi hnh ng c ph duyt, NCR
c coi l kt thc (closed).

Hnh 11.10. Mt bo co v s khng tun th cng vi hnh ng khc phc

301
Hnh 11.10 cho mt v d v mt NCR v hnh ng khc phc ca n. NCR ny xc nh
d n, ngy, v mc nghim trng ca s khng tun th. Mc nghim trng cho
thy mc nghim trng ca vn v hu qu ca n (ln hoc nh). Thnh vin ca
d n thng thc hin cc hnh ng khc phc. Trong trng hp ny, vn pht
sinh (issue) c lin quan n cc thay i yu cu (requirements changes) ci ny
thng c qun l bi ngi qun l d n - do ngi qun l d n s thit lp cc
hnh ng khc phc. Ngy ca cc hnh ng khc phc cng c cp.

i khi, mt vn c kh nng ti din, hoc trong cng mt d n hoc cc d n

khc. Trong trng hp , ngoi vic thc hin mt hnh ng khc phc, d n c th
cn c mt hot ng phng nga m bo rng mt vn tng t s khng xy ra
thm mt ln no na. Do , cc hot ng phng nga c th cn c thc hin trong
mt s trng hp. NCR cha mt phn m trong ghi li cc hot ng phng nga
c thc hin v ngi thc hin chng. Hnh 11.11 cho thy mt v d v mt NCR
cn c hai hot ng khc phc v phng nga. Hot ng phng nga cho NCR ny l
i nng cp mt danh sch kim tra m bo rng mt vn tng t s khng xy
ra trong tng lai.

Hnh 11.11. Mt bo co v s khng tun th cng vi hot ng phng nga

302
 Infosys, mt NCR phi c ng li trong vng 60 ngy ca cuc kim tra. Thng
thng, ngi iu phi vic kim tra s gi mt li nhc nh vo cui thng v mt nhc
nh khc vo lc mt tun trc khi ht thi hn. NCRs c hn 60 ngy s c bo co
cho ngi qun l cao cp ca d n. Kiu tip tc theo di ny m bo rng cc bo
co kim tra c thc hin nghim tc v cc vn pht sinh c gii quyt
ng n.

11.6 TM TT

Khi mt k hoch c thc hin, bt k k hoch c thc hin cn thn n mc

no, nhiu th thng khng din ra ging nh k hoch. Vi vic gim st ng cch,
mt ngi qun l d n c th kim tra xem d n c ang tin trin theo k hoch hay
khng. Nu n khng tin trin theo con ng mong mun, kim sot phi c p dng
m bo rng d n vn p ng c cc mc tiu ca n.

Ti Infosys, gim st d n xy ra nhiu cp khc nhau. Sau y l nhng bi hc t

cch tip cn ny:

Theo di s hon thnh ca cc hot ng c xp lch, cc li c tm thy,

v cc vn pht sinh. S dng mt bn bo co trng thi hng tun theo
di v bo co thng xuyn.

Ti cc ct mc ca d n, so snh cc gi tr thc t ca n lc, lch, v li vi

cc gi tr c lng. Nu chnh lch ny vt qu ngng nh trc, hy thc
hin nhng hnh ng khc phc v phng nga nu tnh hnh c xc nhn.
Ngoi ra, hy xem li nhng ri ro v cc tnh hung c nh hng n ri ro.

nh gi li ngay lp tc mt s nhim v sau khi chng va c thc hin xong

v thc hin cc hnh ng sa cha nu hiu sut khng nm trong phm vi
mong i - nh c xc nh t cc d liu qu kh. Xem xt li v kim th
n v l thch hp nht cho mc theo di.

Phn tch d liu v li t cc m-un u tin trong d n hiu r nguyn

nhn gc r ca cc li. Sau , c nhng hnh ng loi tr cc nguyn nhn
gc r. Sau , lp li phn tch ny hiu c tc ng ca cng tc phng
nga li.

303
 Kim tra d n mt cch hnh thc xem n c tun th theo cc quy trnh c
xc nh. Da trn cc bo co khng tun th, thc hin cc hnh ng khc
phc v phng nga.

T quan im CMM, cc k thut c tho lun trong chng ny p ng mt s yu

cu ca KPA Theo Di v Gim St D n(Project Tracking and Oversight KPA) CMM
mc 2, KPA Qun L D n Tch Hp (Integrated Project Management KPA) CMM mc
3, v KPA Qun L Quy Trnh nh Lng (Quantitative Process Management KPA)
CMM mc 4. Vic gim st quy trnh v cc hot ng kim tra p ng mt s yu cu
ca KPA m Bo Cht Lng Phn Mm (Software Quality Assurance KPA) CMM
mc 2 v cc yu cu kim tra ca mt s KPAs khc. Phn tch li v cc hot ng
phng nga p ng mt s yu cu ca KPA Phng Nga Li (Defect Prevention KPA)
CMM mc 5.

11.7 CC THAM KHO

1. P. Hsia. Making software development visible. IEEE Software, May 1996.

2. D.P. Youll. Making Software Development Visible: Effective Project Control. John Wiley
and Sons, 1990.
3. N. Brown. Industrial-strength management strategies. IEEE Software, July 1996.
4. D.B. Simmons, N.C. Ellis, H. Fujihara, and W. Kuo. Software Measurement: A
Visualization Toolkit. Prentice Hall PTR, 1998.
5. B. Boehm. Software Engineering Economics. Prentice Hall, 1981.
6. P. Jalote. CMM in Practice: Processes for Executing Software Projects at Infosys.
Addison-Wesley, 2000.
7. D.C. Montgomery. Introduction to Statistical Quality Control, third edition. John Wiley
and Sons, 1996.
8. J.A. Swift. Introduction to Modern Statistical Quality Control and Management. St. Lucie
Press, Delray Beach, Florida, 1995.

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 Chng 12. Kt thc d n

Phn mm c giao v c ci t thnh cng. Sau khi lm vic nhiu gi vo

cc ngy cui tun trong nhiu thng cho d n ny, ngi qun l d n v nhm ca
ng tht ra mt ting th di rng d n ny khng thnh cng lm. Nhng ngi qun l
d n hc c nhng bi hc no? ng v cc thnh vin trong nhm c th trnh
lp li nhng vn m h gp trong d n ny hay khng? Nu d n kt thc by
gi, rt c th cu chuyn s c lp li trong mt d n khc - c l ch c nhng ci
tin rt nh.

i vi ngi qun l d n, nhm pht trin, v cng ty, th d n cha th kt thc cho
n khi vic m s phn tch (s rt kinh nghim) (postmortem) c thc hin xong
pht hin ra nhng g sai v nguyn nhn ca chng, v nhng g ng n v ti
sao ng. Phn tch ny cho php ngi qun l d n v cc thnh vin trong nhm rt
ra nhng bi hc quan trng v qu trnh thc hin d n. Ngoi vic gip ch cho cc
thnh vin ca nhm trong cc d n tng lai ca h, nhng bi hc ny cng s gip
cc d n khc ci thin qu trnh thc hin chng.

Mt phn tch kt thc d n (project closure analysis), hoc phn tch rt kinh nghim
(postmortem), l mt c hi vng ci tin quy trnh v vy khng nn b b qua
[1][2][3][4]. Tht vy, thc hnh ny c coi l mt thc hnh tt nht ca cng ngh
phn mm [5]. Mt bc trong m hnh ci thin cht lng da trn kinh nghim (quality
improvement paradigm of the experience factory) [6] l i phn tch cc d liu sau khi kt
thc d n nh gi li cc thc hnh hin ti, xc nh vn , v.v. Tuy nhin, bt
chp nhng li ch ny, mt phn tch rt kinh nghim nh vy vn cha phi l mt hot
ng "chun" [7].

Chng ny m t ni dung ca bn bo co phn tch kt thc d n (project closure

analysis report) ti Infosys v cung cp cc bo kt thc ca case study ACIC.

12.1 PHN TCH KT THC D N (PROJECT CLOSURE

ANALYSIS)

Phn tch kt thc d n l cha kha hc hi t qu kh v t cung cp cc ci

tin trong tng lai. t c mc tiu ny, n phi c thc hin mt cch cn thn

305
trong mt bu khng kh an ton m nhng bi hc c th c ghi nhn li v c
s dng ci thin quy trnh v cc d n trong tng lai. Trc khi chng ti m t chi
tit v bo co phn tch kt thc, chng ti tho lun ngn gn v vai tr ca phn tch
kt thc v vic thc hin n.

12.1.1 Vai tr ca phn tch kt thc (Role of Closure Analysis)

Mc tiu ca mt phn tch rt ra bi hc kinh nghim hoc phn tch kt thc l " xc
nh nhng g i ng, nhng g i sai, nhng g hot ng tt, nhng g khng,
v lm th no n c th c thc hin tt hn trong thi gian ti" [2]. Thng tin lin
quan phi c thu thp t d n, ch yu l s dng cho cc d n trong tng lai.
Tc l, mc ch ca hot ng phn tch, nhiu hn l ch n gin ni D n c
lm xong, khng phi gip cho d n ny m l ci thin cng ty bng cch tn
dng cc bi hc kinh nghim. Hc kiu ny c th c h tr mt cch hiu qu bng
vic phn tch d liu t cc d n hon thnh. Phn tch ny cng cn hiu r hiu
sut ca quy trnh c dng trong d n, t i xc nh kh nng ca quy trnh.

Hnh 12.1. Vai tr ca phn tch kt thc

Nh cp trc y, cc d liu thu c trong sut qu trnh phn tch kt thc

c s dng lu gi vo c s d liu quy trnh (PDB - process database). Cc d
liu t PDB c th c s dng trc tip bi cc d n tip theo cho mc ch lp k
hoch. Thng tin ny cng c s dng trong vic tnh ton kh nng quy trnh (process

306
capability) - c s dng lp k hoch (planning) v phn tch khuynh hng (trends)
cho cc d n. Hnh 12.1 minh ha vai tr ca phn tch kt thc.

Cc chng trc tho lun v cc loi d liu thng c thu thp trong mt d n
v m t cc phng php thu thp. S lng d liu th c thu thp trong mt d n
c th kh ln. V d, mt d n c nm ngi v ko di trong 25 tun s c 125 mc
(entries) c thc hin hng tun (weekly effort), d liu c khong 250 li (gi s
khong 0.05 li c tim vo mi ngi-gi), d liu v cc yu cu thay i, cc kt
qu u ra khc nhau, v.v. R rng, nhng d liu ny s c s dng mt cch hn
ch, tr khi chng c phn tch v c trnh by theo mt khung lm vic (framework)
v mt mc tru tng ph hp. Phn tch kt thc nhm mc ch thc hin mc
tiu ny.

Sau khi phn tch d liu v rt ra tt c cc bi hc kinh nghim t nhng phn tch, kt
qu phi c ng gi m chng c th c s dng bi nhng ngi khc (ng
gi (packaging) l bc cui cng trong m hnh ci thin cht lng (quality
improvement paradigm) [6]). Hn na, tn dng thng tin ny, cc quy trnh ca d n
(project processes) phi c xy dng m qu trnh thc hin chng s dng hiu
qu d liu. Tuy nhin, c th lp lun rng ngay c khi nhng ngi khc khng hc t
cc thng tin c ng gi (packaged information) ny, cc thnh vin trong d n s
cng c kinh nghim ca mnh v s thc hin cc bi hc thu c t vic phn tch vo
cc d n tng lai [2]. Ni cch khc, vic phn tch kt thc l hu ch ngay c khi
nhng ngi khc khng trc tip thu c t n.

12.1.2 Thc hin phn tch kt thc (Performing Closure Analysis)

Infosys, ngi qun l d n thc hin phn tch kt thc vi s gip t cc c vn

cht lng (SEPG - nhm quy trnh cng ngh phn mm) c lin h n d n. Mt mu
(template) cho bo co phn tch c xc nh. Ngi thc hin phn tch kt thc
phi in vo mu ny mt cch ng n, ch yu bng cch s dng l cc d liu s
o (metrics data), do ch tp trung vo cc thng tin mc tiu.

Nh tho lun trc y, d liu v n lc (effort data) c sn t c s d liu bo

co hot ng hng tun (weekly activity report database). Cc d liu v li (defect data)
c th c thu thp t h thng kim sot li (defect control system). D liu v kch
thc (size data) thu c t d n. D liu v hoch nh (planning data) xut hin

307
trong k hoch qun l d n (project management plan). Nhng d liu ny cu thnh
nhng thng tin chnh cn thit cho vic phn tch cc s o (metrics analysis).

Trc tin, cc d liu c phn tch bi c vn cht lng (quality adviser) ngi
trnh by mt din gii ban u v cc kt qu. Mt cuc hp sau c t chc cho c
vn cht lng, ngi lnh o d n, v cc thnh vin khc ca d n. Bo co khi
to (initial report) c dng lm c s cho cuc tho lun, v cc kin c nhn v li
nhn xt t cuc hp cng c lu . Cuc hp ny to ra nhng phn quan trng nht
ca bn bo co phn tch kt thc.

Bn bo co sau cng (final report) c gi cho SEPG v ngi qun l kinh doanh ca
d n v n c gi cho cc thnh vin trong nhm d n. Bo co ny cng c
nhp vo trong PDB (c s d liu quy trnh), n c th c dng li c cho cc
d n v phn tch khc trong tng lai.

12.1.3 Bo co phn tch kt thc (Closure Analysis Report)

Phn ny tho lun ngn gn v cc yu t chnh trong mt bo co phn tch kt thc d

n ti Infosys; sau , chng ti trnh by bo co kt thc cho d n ACIC. Cc ni dung
ca bo co phn tch ny to thnh mt tp d liu t vo trong PDB. PDB ch cha
nhng d liu s o (metrics data) ny thng c cn n bi cc d n khc v
cng c dung bn bi cc quy trnh hin ti. Tuy nhin, bo co phn tch c th thu
thp cc d liu khc gip lm sng t hiu sut ca quy trnh hin ti hoc gip gii thch
tt hn v quy trnh.

Thng tin chung v thng tin lin quan n quy trnh (General and Process-Related
Information)

Bo co kt thc trc tin cung cp cc thng tin chung v d n, nng sut tng th t
c v cht lng c giao, quy trnh c s dng v chnh lch quy trnh, ngy bt
u v kt thc theo c lng v thc t, cc cng c c s dng, v.v. Phn ny
cng cha mt m t ngn gn v kinh nghim s dng cc cng c ("bo co kinh
nghim" chi tit c a vo h thng BOK). Cc thng tin v cc cng c c th c
s dng bi cc d n khc quyt nh xem vic s dng cng c ny c m bo
khng. u im ca cc cng c cng c kim tra v t tuyn truyn dng
chng cho c cng ty.

308
Qun l ri ro (risk management)

Phn qun l ri ro to ra cc ri ro khi to lc ban u (d kin) cho d n cng vi cc

bc gim thiu ri ro c ln k hoch. Ngoi ra, phn ny lit k nhng ri ro hng
u (top risks) nh c thy trong phn tch hu d n (post-project analysis) (chng l
nhng ri ro thc ca d n va hon thnh). Nhng thng tin ny c th c s dng
bi cc d n sau ny v c th c s dng cp nht li cc hng dn qun l ri
ro (risk management guidelines). Hiu qu ca cc bc gim thiu ri ro c trin
khai cng c ghi nhn li.

Kch thc (size)

Nh tho lun trong Chng 6, nhiu d n s dng tip cn t di ln (bottom-up)

c lng. Trong tip cn ny, kch thc ca phn mm c c lng di dng
s lng cc m-un n gin, trung bnh, hoc phc tp. Do , kch thc ny c
lu tr li cng vi cc tiu ch (criteria) c s dng phn loi (cc d n khc nhau
c th s dng cc tiu ch khc nhau). D liu ca c hai loi kch thc: kch thc c
lng (estimated size) v kch thc thc t (actual size) s c lu li.

Cho cc mc ch bnh thng, nng sut ca mt d n c o bng s im chc

nng (FP - function points) mi ngi-thng. Mc d FP c th c tnh bng cch phn
tch cc chc nng ca h thng, nhng ti thi im kt thc d n n c th c suy
ra t s dng m (LOC - lines of code) c o c. Nu nhiu ngn ng c s
dng, chng ti n gin thm cc kch thc (dng FP) ca cc m-un trong cc ngn
ng khc nhau (FP). y, im chc nng (khng ging nh dng m) khng phi l
mt s o ph tr. Bi v chng ta ang o kch thc ca h thng hon thnh bng
FP, tuy nhin, phng php ny th tng ng vi vic chuyn i tt c s lng
LOC sang s lng LOC ca mt s ngn ng "chung" (universal) v t chuyn i
kch thc ny sang FP. Hn na, do cc hn ch c hu ca cc s o phn mm
(software metrics) v s s dng ca chng, mt t khng chnh xc th chp nhn c,
vi iu kin l cc phng php c s dng phi nht qun. Kch thc tnh bng FP
cng c ghi li vo bo co phn tch kt thc.

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N lc (effort)

Bo co phn tch kt thc cng cha n lc c c lng (estimated effort) tng cng
v n lc thc t (actual effort) tnh theo ngi-gi. N lc c lng tng cng c c
t k hoch qun l d n. N lc thc t tng cng l ca tng cc n lc c bo co
trong tt c cc WARs c gi bi cc thnh vin ca d n, bao gm c ngi lnh
o d n. Nu chnh lch gia gi tr thc t v c lng l ln, l do cho s khc bit
ny s c ghi li.

Cho tng bc chnh ca quy trnh, n lc thc t tng cng (total actual effort) v n lc
c lng tng cng (total estimated effort) cho giai on cng c ghi li. Thng tin
ny c th hu ch trong vic lp k hoch, v n l mt u vo quan trng hnh thnh
c s d liu v kh nng ca quy trnh (PCB). Cho tng giai on, nu c th, n lc
ny c tch ra thnh n lc cho cng vic (task), cho vic xem xt li (review), v cho
lm li (rework). Cc m WAR ( c m t trc y trong cun sch ny) cho php
tch ra nh th ny. Sau , s phn phi n lc cho cc giai on khc nhau c th
c tnh v ghi li. Vic tch n lc c xi ring cho cng vic (task), xem xt li
(review), v lm li (rework) nhm h tr cho vic xc nh phm vi ci thin nng sut
(scope of productivity improvement).

Chi ph ca cht lng ca d n cng c tnh ton. N o lng chi ph ca tt c cc

hot ng trc tip to ra cht lng. Chi ph ca cht lng c th c nh ngha theo
nhiu cch; y n c nh ngha nh l t l phn trm ca tng n lc chi tiu
trong vic xem xt li, kim th, lm li cng vic loi b li, v o to (trainning)
cho d n.

Li (defects)

Phn v li ca bo co phn tch kt thc c cha mt bn tm tt cc li c tm

thy trong sut qu trnh thc hin d n. Cc li c th c phn tch tng ng vi
mc nghim trng (severity) (t l phn trm ca cc li ln, nh, hoc nh bn ngoi),
giai on pht hin (stage detected) (t l phn trm ca tng s li c pht hin bi
tng hot ng (by activity) m bo cht lng), giai on tim (stage injected) (hot
ng gy ra bao nhiu phn trm ca tng s li), v.v. T l tim v phn phi li cng
c xc nh.

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Hiu qu loi b khim khuyt (DRE - Defect Removal Efficiency) l mt thc o v
hiu qu hot ng SQA ca bn. V d, nu DRE thp trong qu trnh phn tch v thit
k, n c ngha l bn nn dnh thi gian ci thin cch bn tin hnh xem xt li mt
cch cch hnh thc (formal reviews).

DRE = E / (E + D)

Trong , E = S Li c tm thy v xa b trc khi giao sn phm phn mm v D =

S Li c tm thy v xa b sau khi giao sn phm phn mm.

Gi tr l tng ca DRE nn l 1, c ngha l khng c li c tm thy. Nu bn c mt

DRE gi tr thp, n c ngha l bn cn phi xem li quy trnh hin ti ca bn. V bn
cht DRE l mt ch s cho bit kh nng ca hot ng kim sot cht lng v m bo
cht lng (DRE is a indicator of the filtering ability of quality control and quality assurance
activity ). N khuyn khch cc nhm c gng tm ra nhiu li nht nu c th trc khi
chng b chuyn qua giai on hot ng tip theo (passed to the next activity stage).

Do , s o ny rt hu ch xc nh cc hot ng cht lng cn c ci thin

thm. Bo co kt thc cho bit hiu qu loi b li ca nhng hot ng kim sot cht
lng ch yu, cng nh hiu qu loi b li tng th ca quy trnh. Cc phn tch khc
c lm ln d liu v li cng c th c a vo bn bo co. i khi, mt phn tch
ring bit ln d liu v xem xt li (review data) c th c thc hin. Cc mc li
c lng so vi mc li thc t cng c phn tch.

Phn tch nhn qu (Causal Analysis)

Khi d n hon thnh, hiu sut ca quy trnh tng th ca d n ny s c bit. Nu

hiu sut nm bn ngoi phm vi c cung cp bi baseline v kh nng (capability
baseline), y l mt c hi tt v ta c th tm ra c nguyn nhn cho bin i
(variability) ny. Phn tch nhn qu lin quan n cc bin i ln v sau xc nh cc
nguyn nhn ca chng, thng c thc hin thng qua tho lun v kin c nhn
trong cuc hp.

Cc thnh phn ca quy trnh (Process Assets)

Ngoi cc d liu s o (metrics data), cc i tng khc ca d n (project artifact)

cng c tim nng hu ch cho cc d n trong tng lai. Chng 2 tho lun v vic s

311
dng cc thnh phn ca quy trnh (process assets). Nhng thnh phn ca quy trnh ny
c thu thp sau khi d n kt thc. Cc mc (entries) tim nng cho BOK cng c
xc nh trong sut qu trnh kt thc (closure) d n, mc d chng s c gi sau .

12.2 BO CO PHN TCH KT THC D N ACIC

Phn ny trnh by bo co phn tch kt thc d n ACIC. u tin, bo co cung cp

mt s thng tin chung v d n. Tm tt hiu sut cho thy d n xi mt lng n
lc vt 19% - b gy ra bi hai yu cu thay i ln. N cng cung cp cc so snh gia
d liu ca k hoch (planned data) vi d liu thc t (actual data) cho kch thc
nhm, bt u v ngy kt thc, cht lng, nng sut, chi ph ca cht lng, t l tim
li, v hiu qu loi b li. Hu nh trong tt c cc tham s ny, hiu sut thc t rt
gn vi hiu sut c lng. T l tim li thc t l khong 26% thp hn c lng,
ch yu l nh vo cc hot ng phng nga li.

Bo co cung cp mt ci nhn tng quan v vic iu chnh quy trnh c thc hin
trong d n v xc nh c th cc cng c ni b v bn ngoi c s dng.
qun l ri ro, bn bo co tho lun v nhng ri ro c xc nh lc ban u cng
nh nhng ri ro thc t m ngi lnh o d n v SEPG cm thy tn ti trong d
n. Nh bn c th thy, c s khc nhau; mt ri ro mi - chuyn i sang VAJ 3.0 -
pht sinh trong qu trnh thc hin d n. Cc ghi ch v trng thi gim thiu ri ro, ri ro
ny c qun l mt cch hiu qu bng cch ch ra tc ng ca cc thay i n
khch hng v sau l s ng tr hon vic chuyn i sang VAJ 3.0 ny thc
hin n mt phin bn tng lai. i vi cc ri ro khc, cc ghi ch s nh gi hiu
qu ca cc chin lc gim thiu ri ro.

Bn bo co ghi li kch thc c lng v kch thc thc t di dng s lng cc

chng trnh theo phc tp khc nhau. Kch thc ca h thng u ra cui cng
cng c cho di dng LOC, cng vi ngn ng. i vi d n ny, kch thc
khong 33 KLOC trong m Java - c chuyn i tng ng thnh khong 1612 FP, v
khong 1K m COBOL c chuyn i tng ng thnh khong 12FP. Kch thc
ny c s dng tnh ton nng sut v cht lng ca d n.

K tip, thi gian hon thnh theo c lng (estimated schedules) v thc t (actual
schedules) ca cc giai on khc nhau c cung cp. nhng ni c chnh lch ln
(v d, trong kim th chp nhn), bo co s cung cp l do cho s trt.

312
Tip theo c trnh by l d liu v n lc. u tin, bo co cung cp s phn phi n
lc thc t qua cc giai on khc nhau ca d n, cng vi lng n lc c dng
cho cng vic (task), xem xt li (review), v lm li (rework) tng giai on. Dng s
tch ra ny, chi ph cho cht lng c tnh ton l chim 31.4% ca d n ny. Sau
, n lc c lng v thc t ca cc giai on khc nhau ca d n c cung cp,
cng vi l do ca s chnh lch. Nh bn c th thy, trong d n ny chnh lch tng
th khng phi l qu ln, mc d trong mt s giai on, chnh lch th ng k v i
khi tiu cc.

Tip theo, bo co cha mt phn tch v cc li. S phn b li (defects distribution)

trong cc giai on pht hin li khc nhau c cung cp, cng vi c lng cho
nhng giai on ny. Nh i vi cc tham s khc, phn trm chnh lch (deviation)
cng c ch ra. y, chnh lch tng th l -20%, mc d c chnh lch ng k
mt s giai on. Bo co nu r l do ca s gim li tng th v ca s chnh lch
ng k trong phn phi li thc t. Sau , d liu v li c cung cp theo giai on
pht hin (stage detected) v giai on tim (stage injected). S dng nhng d liu ny,
hiu qu loi b li cho tng giai on loi b li s c tnh ton. Trong d n ny, hiu
qu loi b l 100% cho cc yu cu (requirements) v xem xt li thit k (design
review), ch c 55% cho xem xt li m (code review), ch c 32% cho kim th n v,
91% cho kim th h thng, v 100% cho kim th chp nhn (bi v ch c cc li c
loi b trc khi kt thc kim th chp nhn l c bit n). Hiu qu loi b cc li
tng th l 97.5%, c tha; mc tiu l 97%. S phn b li tng ng vi mc
nghim trng v loi li cng c tnh ton.

Cui cng, mt phn tch nhn qu (causal analysis) cung cp cc l do c th c ca quy

trnh ny cho cc tnh hung m ti cc mc tiu ln k hoch nhng khng t
c. Trong d n ny, l do cho s chnh lch hiu sut c tho lun, cng vi cc
d liu v hiu sut. Cc bi hc kinh nghim t d n ny c tm tt y. Cc
thnh phn ca quy trnh (process assets) va c np (submitted) cng c ghi li.

313
Bo co kt thc ca d n ACIC (Closure Report of the ACIC Project)

1. THNG TIN CHUNG (GENERAL INFORMATION)

M d n (Project Code) Xxxxx

Chu k sng (Life Cycle) Pht trin, ton b chu k sng

(Development, Full life cycle)

Lnh vc nghip v Ti chnh. ng dng Web qun l ti khon.

(Business Domain) (Finance. Web-based application for managing
accounts.)

Ngi lnh o d n/lnh o m-un Xxxxxx

(Project leader/Module Leader)

Ngi qun l nghip v

(Business Manager)

C vn cht lng Xxxxx

(Software Quality Adviser )

2. TM TT HIU SUT (PERFORMANCE SUMMARY)

Tham s hiu sut

(Performance Thc t c lng Chnh lch L do chnh lch (nu ln)
Parameter) (Actual) (Estimated) (Deviation) (Reasons for Deviation (If Large))

N lc tng cng 597 501 19% Hai yu cu thay i ln n.

(Total Effort (person- (Two major change requests that
days)) came.)

Kch thc nhm lc 9 9 0 N/A

cao im
(Peak Team Size)

Ngy bt u 03 Apr 2000 03 Apr 2000 0 N/A

(Start Date)

Ngy kt thc 03 Nov 2000 30 Nov 2000 27 ngy Hai yu cu thay i ln tiu tn hn
(End Date) (Days) 5% n lc. (Two major change
requests consumed more than 5% of
the effort.)

314
Cht lng (s li 0.002 0.0125 Cht lng c ci tin bi v
c giao/FP) phng nga li v s dng quy trnh
(Quality (number of tng dn.
defects delivered per (Quality improved because of defect
FP)) prevention and use of incremental
process.)

Nng sut 58 57 2% N/A

(Productivity)

Chi ph ca cht 31.4% 33% 5% N/A

lng
(Cost of quality)

T l tim li 0.022 0.03 26% c ci tin bi v phng nga

(Defect injection li. (Improved because of defect
rate) prevention.)

Hiu qu loi b li 97.4 97 t (Small) N/A

(Defect removal
efficiency)

3. CHI TIT QUY TRNH (PROCESS DETAILS)

iu chnh quy trnh Quy trnh RUP c s dng (Rational Unified Process was employed.)
(Process Tailoring) Pht trin v phn tch c lm mt cch lp li 3 vng lp pht trin
v 2 vng lp thit k v phn tch.
(Development and analysis were done iteratively3 iterations for
development and 2 for design and analysis.)
Vic theo di du vt ngun gc yu cu c lm bng cch dng cng
c Requisite Pro.
(Requirement traceability was done through Requisite Pro tool.)

4. CNG C C S DNG (TOOLS USED)

Ghi ch v cc cng c c s Cng c bn ngoi: VSS, VJA, Requisite Pro, MSP

dng (Notes on Tools Used) (External Tools: VSS, VJA, Requisite Pro, MSP)
Cng c bn trong: BugsBunny, WAR
(Internal Tools: BugsBunny, WAR)

315
5. QUN L RI RO (RISK MANAGEMENT)

Cc ri ro c xc nh lc bt u d n (Risks identified at the start of the project)

Risk 1 Thiu s h tr t kin trc s c s d liu v ngi qun tr c s d liu ca

khch hng.
(Lack of support from database architect and database administrator of the customer)

Risk 2 Dng sai RUP bi v n c s dng ln u tin.

(Improper use of RUP, as it is being used for the first time)

Risk 3 Mt nhn s
(Personnel attrition)

Risk 4 Cc vn v vic s lm vic vi c s d liu ca khch hng thng qua lin kt.
(Problems with working on customer's database over the link)

Cc ri ro gp phi trong sut qu trnh thc hin d n (Risks encountered during the
project)

Risk 1 Tc ng ca vic chuyn i sang VAJ 3.0

(Impact of conversion to VAJ 3.0)

Risk 2 Thiu s h tr t kin trc s c s d liu v ngi qun tr c s d liu ca

khch hng.
(Lack of support from database architect and database administrator of the customer)

Risk 3 Dng sai RUP bi v n c s dng ln u tin.

(Improper use of RUP, as it is being used for the first time)

Risk 4 Mt nhn s
(Personnel attrition)

Cc ghi ch v gim thiu ri ro (Notes on Risk Mitigation)

Risk1: Ni r rng v ri ro gip khch hng ng tr hon vic chuyn i vi chi ph

ph hp cho tc ng ca n.

Risk2: Cc chin lc gim thiu c lp k hoch chi tit v cn thn v s dng

ngi iu phi ti ch (on-site coordinator) mt cch c hiu qu.

Risk3: o to i ng v RUP c hiu qu. V vy, lun c gi lin lc vi khch

hng.

316
Risk 4: Vn l mt ri ro, mc d n khng xy ra. Tc ng c th c gim
thiu bi v nhiu ngi lun c thng bo cho bit (informed) v tng hot ng
quan trng (critical activity).

6. KCH THC (SIZE)

c lng (Estimated) Thc t (Actual)

S trng hp s dng n gin 5 5

(Number of simple use cases)

S trng hp s dng trung bnh 9 9

(Number of medium use cases)

S trng hp s dng phc tp 12 12

(Number of complex use cases)

Ghi ch v c lng (Notes on Estimation)

Tiu ch phn loi (Classification Criteria): nh ngha tiu chun v n gin, trung
bnh, v phc tp c s dng phn loi cc trng hp s dng. iu ny
c thc hin tt.

Kch thc h thng tnh theo FP

Kch thc ca m ngun sau cng c o theo LOC. N c chun ha sang FP

bng cch s dng cc bng chuyn i c cng b. i vi Java, cc bng
c cng b cho thy rng 21 LOC bng 1 FP v i vi COBOL, 107 LOC bng 1 FP.

Ngn ng kt qu Kch thc tnh theo LOC Kch thc tnh theo FP
(Output Language) (Size in LOC) (Size in FP)

Java 33,865 1612

COBOL 1241 12

317
7. THI GIAN BIU (SCHEDULE)

Thi gian thc t

dng (ngy) Thi gian c L Do trt
(Actual Elapsed lng (ngy) % trt (Reasons for
Giai on (Phase) Time) (Estimated Time) (Slippage) Slippage)

Yu cu 28.67 31 6.5
(Requirements)

Thit k mc cao 0 0 0.0

(High-level design)

Thit k chi tit 38.8 42 6.7

(Detailed design)

Ci t m 132 135 1.6

(Coding)

Kim th n v 9 10 9.3
(Unit testing)

Ton b - Xy dng 141 144 2.1

(Total Build)

Kim th tch hp 40 40 0
(Integration test)

Kim th h thng 15 0 0.0

(System testing)

Kim th chp nhn 30 10 200.0 AT y c

(AT - Acceptance m rng trn
testing) yu cu khch
hng
(AT completion
was extended
on customer's
request.)

318
8. N LC (EFFORT)

Phn phi qua cc giai on ca chu k sng (Distribution over Life-Cycle Stages)

Giai on (Stage) Cng vic Xem xt li Lm li Tng

(Task) (Review) (Rework) (Total)

Yu cu (Requirements) 210.0 10.0 60.0 280.0

Thit k mc cao (High-level design) 0.0 0.0 0.0 0.0

Thit k chi tit (Detailed design) 652.0 14.0 29.5 695.5

Ci t m (Coding) 1188.0 39.5 76.5 1304.0

Kim th n v (Unit testing) 129.5 0.0 17.0 146.5

Kim th tch hp (Integration 567.5 6.0 160.5 734.0

testing)

Kim th h thng (System testing) 90.0 0.0 0.0 90.0

Kim th chp nhn (Acceptance 336.5 0.0 0.0 336.5

testing)

Tng s - Cc giai on ca chu k 3173.5 69.5 343.5 3586.5

sng
(Total - LC stages)

Qun l d n (Project management) 733.1 0.0 0.0 733.1

o to (Training) 104.5 0.0 0.0 104.5

Qun l cu hnh (CM) 317.0 0.0 0.0 317.0

Misc. 488.5 0.0 0.0 488.5

Total mgmt, training, and misc. 1643.0 0.0 0.0 1643.0

Tng n lc (ngi-gi) 4816.50 69.50 343.50 5229.50

(Total Effort (Person-hours)))

Tng n lc (ngi-thng) 25.76 0.37 1.84 27.97

(Total Effort (Person-months)))

319
Chi ph ca cht lng (Cost of Quality)

Phn phi n lc thc t so vi c lng (Effort Distribution and Actual Versus

Estimated)

Thc t (Actual) c lng

(Estimated)

N lc N lc
(ngi- (ngi-
gi) gi) % Chnh
Giai on (person- (person- lch L do chnh lch
(Stage) hours) % hours) % (Deviation) (Reasons for Deviation)

Yu cu 280 5.35 475.0 10 30 c tnh qu cao n lc

(Requirements) (d liu t cc d n
trc y khng gip
ch g cho c tnh ny
bi v n khng c giai
on ny.)
(Overestimated this effort
(data from earlier project
did not help because it did
not have this phase.))

Thit k (mc 695.5 13.30 569.0 12 22 Thit k cn nhiu thi

cao v chi tit) gian hn bi v nhm
khng c kinh nghim v
(Design (HLD and Rational Rose v OOAD.
detailed))
(Design took more time
because team was
inexperienced with
Rational Rose and
OOAD.)

320
Ci t m 1304.0 24.94 1235.3 26 6
(Coding)

Kim th n v 146.5 2.80 142.5 3 3

(Unit testing)

Kim th tch hp 734.0 14.04 331.0 7 120 Nhiu n lc c xi

(Integration sa cha li xut hin
testing) trong sut qu trnh ha
gii vi Synergy v m
Window Resized.
(Much effort spent on
fixing bugs introduced
during reconciliation with
Synergy and Window
Resized code.)

Kim th h 90.0 1.72 95.0 2 5

thng
(System testing)

Kim th chp 336.5 6.43 285.0 6 18 Cc kim th chp nhn

nhn khng hon thnh vo
(Acceptance ny 3 thng 11 v
testing) c gia hn n 23
thng 11 do cc tr hon
t khch hng
(Acceptance testing was
not completed on Nov 3
and was extended until
Nov 23 due to delays from
the customer.)

Tng cc giai 3586.5 68.58 3132.8 66 14.5

on ca chu k
sng
(TotalLC
stages)

Qun l d n 733.1 14.02 713.0 15 3

321
(Project
management)

o to 104.5 2.00 455.0 10 77

(Training)

Qun l cu hnh 317.0 6.06 142.0 3 123 Chnh lch do cc vn

(CM) khi ha gii
(Deviation due to
reconciliation issues.)

Misc. 488.5 9.34 285.0 6 71 Nhiu hn bi v o to

(More because of
training.)

Tng cng 1643.0 31.42 1595.0 34 3.01

qun l, o to,
v misc.)
(Totalmgmt,
training, and
misc.)

Tng (Total) 5229.5 100 4727.8 100 10.6

9. LI (DEFECTS)

Phn phi li (Defect Distribution)

% ca tng
s li c S li c % ca tng s
Giai on pht S li thc pht hin (% c lng li c c
hin t (Actual of Total (Estimated lng (% of % chnh
(Stage Number of Defects Number of Total Estimated lch
Detected) Defects) Found) Defects) Defects) (Deviation)

Xem xt li yu 11 10 29 20 62
cu v thit k
(Req. and design
review)

Xem xt li m 58 50 29 20 100
(Code review)

322
Kim th n v 15 13 57 40 73
(Unit testing)

Tch hp v kim 29 25 25 17 16
th
(Integration and
system testing)

Kim th chp 3 2 5 3 40
nhn
(Acceptance
testing)

Tng (Total) 116 100 145 100 20

L do cho chnh lch (Reasons for Deviation)

1. Phng nga li lm gim t l tim li trong cc giai on sau , kt qu l lm gim

t l tim li tng th.

2. Trong d n trc d n m d liu ca n c dng lm cc c lng (d

ton) cho d n ny vic xem xt li m (code reviews) c thc hin t hn v
c mt s ph thuc ln vo kim th n v (UT- unit testing). Ngc li, trong d
n ny, bi v vic xem xt li m c thc hin mt cch nghim ngt v rng
hn, nhiu li hn c tm thy trong qu trnh xem xt li, dn n s st gim
ng k s li c tm thy trong kim th n v.

Hiu qu loi b li (Defect Removal Efficiencies)

Giai on pht hin li Giai on tim li Hiu qu loi b li

(Defects Detection Stage) (Defects Injection Stage) (Defect Removal Efficiency)

Yu cu Xy dng Thit k
(Req.) (Build) (Design)

Xem xt li yu cu 5 100%
(Req. review)

Xem xt li thit k 0 6 100%

(Design review)

323
Xem xt li m 0 0 58 55% ( 58 / 58 + 15 + 29 + 3 )
(Code review)

Kim th n v 0 0 15 32% (15 / 15 + 29 + 3)

(Unit testing)

Kim th v tch hp h 0 0 29 91% ( 29 / 29 + 3)

thng
(Integration/system testing)

Kim th chp nhn 0 0 3 100%

(Acceptance testing)

Hiu qu loi b li tng th (Overall Defect Removal Efficiency) = 113 / 116 = 97.4 %

Trong hiu qu loi b li ca mt giai on/hot ng SQA c tnh theo cng thc
sau:
Defects Removed during a Phase
DRE % = ------------------------------------------------ X 100
Defects Removed till date

V hiu qu loi b li ca c d n l:

Total No. Of Defects before Release/Delivery

DRE % = --------------------------------------------------------------- X 100
Total No. Of Defects for the Project

S phn phi theo mc nghim trng (Distribution by Severity)

Mc nghim trng % tng s li

STT (Severity) S li (Number of Defects) (% of Total Defects)

1 Nh bn ngoi (Cosmetic) 26 22.4

2 Nh (Minor) 51 44

3 Ln (Major) 36 31

4 Nghim trng (Critical) 3 2.6

5 Khc (Others)

Tng (Total) 116

324
S phn phi theo loi li (Distribution by Defect Type)

S lng li % ca tng li
STT Loi li (Defect Type) (Number of Defects) (% of Total Defects)

1. Lgic (Logic) 33 28.4

2. Chun (Standards) 29 25

3. Hiu sut (Performance) 24 20.7

4. M d tha 14 12
(Redundant code)

5. Giao din ngi dng 9 7.7

(User interface)

6. Kin trc (Architecture) 4 3.5

7. S nht qun 2 1.7

(Consistency)

8. Kh nng ti s dng 1 0.9

(Reusability)

Tng (Total) 365

10. PHN TCH NHN QU V BI HC KINH NGHIM (CAUSAL ANALYSIS AND

LESSONS LEARNED)

C rt t cc chnh lch ln hiu sut quy trnh; hiu sut thc t gn bng vi
nhng g c d kin. Nhng l do chnh lch, i vi nhng chnh lch ln, c
a ra km theo. Mt s bi hc quan trng hc c l:

1. Pht trin tng dn (incremental development) hoc pht trin theo tng giai on
(phased development) l v cng hu ch t c cht lng v nng sut cao
hn bi v d liu t giai on u tin c th c s dng ci thin cc giai on
cn li thng qua vic phng nga li (defect prevention).

2. Phng nga li c th lm gim ng k t l tim li. V mt n lc (effort), phng

nga li gip tit kim nhiu n lc; bng cch xi t n lc (gi), c th t n t 5
n 10 ln tit kim n lc thng qua hnh thc gim n lc lm li (rework effort).

325
3. Nu yu cu thay i c nh hng ln, vic tho lun vi khch hng bng cch s
dng mt phn tch chi tit cc tc ng c th rt hu ch trong vic thit lp nhng k
vng v lm mt phn tch li ch v mt chi ph (cost-benefit) mt cch ng cch thc
(c th dn n vic phi hon tr hon cc thay i, nh xy ra trong d n ny ).

4. Li hiu qu loi b (defect removal efficiencies) ca vic xem xt li m (code reviews)

v kim th n v (unit testing) th rt thp. Quy trnh cho c hai, v vic ci t (thc
hin) cc quy trnh ny, cn phi c xem xt li ci thin nhng con s ny.
Trong d n ny, kim th v tch hp h thng b p cho s km hiu qu ca
cc hot ng xem xt li v kim th n v. Tuy nhin, i vi cc d n ln, iu
ny th khng th v s km hiu qu trong cc hot ng xem xt li v kim th n
v c th c nh hng xu n cht lng.

11. CC THNH PHN CA QUY TRNH TRNH C NP (PROCESS ASSETS

SUBMITTED)

K hoch qun l d n (project management plan), tin (biu thi gian) ca d n

(project schedule), k hoch qun l cu hnh (configuration management plan), cc tiu
chun ci t m Java (Java coding standards), danh sch kim tra xem xt li m
(code review checklist), danh sch kim tra xem xt li k hoch tch hp (integration
plan review checklist), danh sch kim tra phn tch tc ng (impact analysis
checklist), cc bo co phn tch nhn qu phng nga li (causal analysis reports for
defect prevention).

12. TI LIU THAM KHO

B qua.

12.3 TM TT

Mt d n khng kt thc sau khi giao v ci t phn mm; trc khi n c ng li,
n phi c s dng cho vic hc tp. Phn tch kt thc d n l mt trong nhng
phng php t c mc tiu ny.

326
Sau y l mt s bi hc quan trng c rt ra t cch tip cn ca Infosys kt thc
d n:

Phn tch kt thc d n da vo cc s o (metrics). Phn tch d liu hiu v

hiu sut ca d n v nhng nguyn nhn gy ra bt k chnh lch ln no.
Nhng nguyn nhn ny c th c dng nh l mt ngun to ra cc sng
kin ci tin.

Vic phn tch cc s o nn bo co v cht lng cui cng c giao cho

khch hng (productivity achieved), s phn phi n lc (distribution of effort) v
phn phi li (distribution of defects), hiu qu ca vic vic loi b li (defect
removal efficiency) ca cc hot ng cht lng khc nhau, v chi ph ca cht
lng (cost of quality).

Thu thp cc thnh phn ca quy trnh nh l k hoch (plans), danh sch kim
tra (checklists), cc tiu chun (standards), v cc hng dn (guidelines), v lm
cho chng c th c dng li c (available) bi nhng ngi khc.

i vi CMM, kt thc d n (project closure) khng phi l mt yu cu trc tip ca cc

KPAs ca qun l d n. Tuy nhin, bo co kt thc (closure report) c dung cung
cp d liu cho c s d liu quy trnh (process database) v to baseline v kh
nng ca quy trnh (process capability baseline) c cn n p ng nhiu yu
cu ca KPA Lp K Hoch Cho D n (Project Planning KPA) v KPA Qun L Phn
Mm Tng Hp (Integrated Software Management KPA). Chng cng h tr cho vic hc
tp (learning) v lu tr h s (record keeping), c yu cu CMM mc 3.

12.4 CC THAM KHO

1. S. Brady and T. DeMarco. Management-aided software engineering. IEEE Software,

Nov. 1994.
2. E.J. Chikofsky. Changing your endgame strategy. IEEE Software, Nov. 1990.
3. B. Collier, T. DeMarco, and P. Fearey. A defined process for project postmortem review.
IEEE Software, July 1996.
4. R. Grady. Successful Software Process Improvement. Prentice Hall PTR, 1997.
5. K. Caputo. CMM Implementation Guide: Choreographing Software Process
Improvement. Addison-Wesley, 1998.

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6. V.R. Basili and H.D. Rombach. The experience factory. In The Encyclopedia of
Software Engineering, John J. Marciniak, editor. John Wiley and Sons, 1994.
7. K. Kumar. Post implementation evaluation of computer-based information systems:
Current practices. Communications of the ACM, Feb. 1990.

HT

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