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nately, code reviews, which would normally uncover problems and help maintain such standards, did not occur on a regular basis Manual inspections required a considerable amount of time and tedious work, and the team had few resources to spare, mainly due to the company s executives expecting team members to do more with less With limited resources and dif cult tradeoffs to make, the team decided to spend its time meeting expected functionality deadlines rather than performing code reviews Consequently, code reviews were performed erratically Soon the accumulated code base grew so large and complex (multiplatform, multilanguage, built-in service-oriented architecture) that with the additional problem of developer turnover, the inspections appeared to be an exercise in futility.

The project manager should ensure that he or she has obtained the costs of hardware and software and has determined the company markup rate for these items (eg, the markup on software will be 15 percent in addition to the price from which it was obtained) The project manager should determine which resources are due for salary increases, which can affect the project rates The project manager should obtain the markup rate or percent from the finance department..

[Bak97] S. Baker: CORBA Distributed Objects using Orbix, Addison-Wesley, 1997 [BaLee98] R.E. Barkley, T.P.Lee: A Heap-Based Callout Implementation to Meet Real-Time Needs, Proceedings of the USENIX Summer Conference, USENIX Association, pp. 213 222, June 1998 [BaMo98] G. Banga, J.C. Mogul: Scalable Kernel Performance for Internet Servers Under Realistic Loads, Proceedings of the USENIX 1998 Annual Technical Conference, USENIX, New Orleans, Louisiana, June 1998 [Ban98] J. Bansiya: Automating Design-Pattern Identification, Dr. Dobb's Journal, June 1998 [Bat97] G. Bateson: Mind and Nature: A Necessary Unity, Bantam Books, 1997 [BBC94] G. Blaine, M. Boyd, S. Crider: Project Spectrum: Scalable Bandwidth for the BJC Health System, HIMSS, Health Care Communications, pp. 71 81, 1994 [Beck97] K. Beck: Smalltalk Best Practice Patterns, Prentice Hall, 1997 [Beck99] K. Beck: Extreme Programming Explained: Embrace Change, Addison-Wesley, 1999 [BeCu89] K. Beck, W. Cunningham: A Laboratory For Teaching Object-Oriented Thinking, Proceedings of OOPSLA '89, N. Meyrowitz (ed.), special issue of SIGPLAN Notices, vol. 24, no. 10, pp. 1 6, October 1989 [Ben90] M. Ben-Ari: Principles of Concurrent and Distributed Programming, Prentice Hall, 1990 [Ber95] S. Berczuk: A Pattern for Separating Assembly and Processing, in [PLoPD1], 1995 [BGHS98] F. Buschmann, A. Geisler, T. Heimke, C. Schuderer: Framework-Based Software Architectures for Process Automation Systems, Proceedings of the 9th IFAC Symposium on Automation in Mining, Mineral and Metal Processing (MMM '98), Cologne, Germany, 1998 [BGJ99] A. Berner, M. Glinz, S. Joos: A Classification of Stereotypes for ObjectOriented Modeling Languages, Proceedings of UML>>'99 - The Unified Modeling Language, (eds.) R. France, B. Rumpe, Lecture Notes in Computer Science, 1723, Springer, 1999

of communication open between and among corporate, business units, product groups, regions, and individual countries. As part of this task, the CGO relies heavily on the insight of other executives and on input from the geographies. These advisors include those shown in Table 3.3. For the sake of this discussion, assume that your title is on this chart, so you are a natural advisor to the chief globalization of cer with a stake in

As a result of these complexities, it was unclear whether the intermittent failures resulted from code that did not satisfy the existing quality standards or from an issue that the team had not previously encountered The authors of this book concur with Royce [1], who contends that inspections are overestimated as a key part of quality in modern software systems The high level of complexity of modern software systems with innumerable components, concurrent execution, distributed resources, and other equally demanding dimensions of dif culty necessitates the use of automation, leaving only the most critical components to manual inspection Strained Relationships with the Outsourcer Due to the Nonexpandability of the Outsourced Code The relationship with the outsourcer was strained when the team manager discovered that the local team could not easily modify and expand the code delivered by the outsourcer.

Development of the screen ow prototype: A.A.D. Validation of prototypes with customers: A.A.D. Design, implementation, and testing of the new functionality: A.A.D. Regression and system testing: C.B.L. Deployment and communication with customers: C.B.L.

As software development undergoes multiple iterations, the team is expected to build new functionality onto existing code over a short timeline Inability to do so could cause missed deadlines and nancial hardships Therefore, the team was in a dif cult position They had already accepted and paid for the outsourcers code, because it operated satisfactorily Now they had to discard several application components and spend additional resources to rewrite them They had turned to outsourcing to reduce costs, but if this trend continued, outsourcing was likely to become a liability The team manager decided that in order to make outsourcing a reliable and cost-effective development strategy, the company needed to mandate that outsourced code satisfy a speci c set of objective and measurable standards.

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