The document discusses software risk management and types of risks in software development projects. It identifies five main types of risks: schedule risks, budget risks, operational risks, technical risks, and programmatic risks. It then describes various tools and techniques for risk identification, assessment, and management, including documentation reviews, brainstorming, risk tables, and risk monitoring. Effective communication is also highlighted as important for coordinating the project team and managing risks.
This document discusses software risk management. It defines risk as any unfavorable event that could hamper a project's completion and risk management as reducing the impact of risks. The importance of software risk management is outlined, noting it addresses complex systems, focuses on critical risks, and can reduce costs through less rework. Risk assessment involves rating risks based on their likelihood and severity to determine priority. Risk identification involves categorizing risks into project, technical, and business risks. Risk containment strategies include avoiding, transferring, and reducing risks. Methodologies discussed include software risk evaluation, continuous risk management, and team risk management.
Process models provide structure and organization to software development projects. They define a series of steps and activities to follow, including communication, planning, modeling, construction, and deployment. Various process models exist such as waterfall, iterative, incremental, prototyping, and spiral. Process patterns describe common problems encountered and proven solutions. Process assessment ensures the chosen process meets criteria for success. Evolutionary models like prototyping and spiral are useful when requirements are unclear and the project involves risk reduction through iterative development.
Risk management involves identifying, analyzing, and responding to risks throughout a project's lifecycle to help achieve project objectives. It includes identifying potential risks, assessing their probability and impact, developing mitigation strategies, monitoring risks, and documenting the process. The key aspects of risk management covered in the document are defining risk, identifying common risk categories, assessing and prioritizing risks, developing mitigation plans, and establishing principles for an effective risk management process.
This lecture provides short and comprehensive view of software project and risk management. It has basic examples and calculations which is main concern of software project manager. This lecture helps to understand basics of risk management.
Virus and its CounterMeasures -- Pruthvi Monarch Pruthvi Monarch
This document discusses viruses and countermeasures against them. It begins by defining viruses and their operation modes and structure. It describes different types of viruses like macro viruses, email viruses, and Trojan horses. It then discusses recent malicious attacks like Code Red and Nimda. The document outlines various virus countermeasures like prevention, detection, and reaction techniques. It describes advanced techniques like digital immune systems, behavioral blocking software, and antivirus software programs. It concludes by emphasizing the importance of installing antivirus applications, regularly scanning for viruses, gaining knowledge about how viruses work, and using basic internet security applications.
This document discusses project management control. It outlines the transition from project planning to controlling, including validating plans, obtaining sign-offs, and reselling project management benefits. Formal control methods include status reports and review meetings. A five-step model for project control is presented: update status, analyze variances, act on problems, publish revisions, and inform management. Status reports should contain progress, forecasts, budgets, risks, and recognitions. Review meetings address unmet milestones and corrective actions.
This document discusses software risk management. It defines risk as any unfavorable event that could hamper a project's completion and risk management as reducing the impact of risks. The importance of software risk management is outlined, noting it addresses complex systems, focuses on critical risks, and can reduce costs through less rework. Risk assessment involves rating risks based on their likelihood and severity to determine priority. Risk identification involves categorizing risks into project, technical, and business risks. Risk containment strategies include avoiding, transferring, and reducing risks. Methodologies discussed include software risk evaluation, continuous risk management, and team risk management.
Process models provide structure and organization to software development projects. They define a series of steps and activities to follow, including communication, planning, modeling, construction, and deployment. Various process models exist such as waterfall, iterative, incremental, prototyping, and spiral. Process patterns describe common problems encountered and proven solutions. Process assessment ensures the chosen process meets criteria for success. Evolutionary models like prototyping and spiral are useful when requirements are unclear and the project involves risk reduction through iterative development.
Risk management involves identifying, analyzing, and responding to risks throughout a project's lifecycle to help achieve project objectives. It includes identifying potential risks, assessing their probability and impact, developing mitigation strategies, monitoring risks, and documenting the process. The key aspects of risk management covered in the document are defining risk, identifying common risk categories, assessing and prioritizing risks, developing mitigation plans, and establishing principles for an effective risk management process.
This lecture provides short and comprehensive view of software project and risk management. It has basic examples and calculations which is main concern of software project manager. This lecture helps to understand basics of risk management.
Virus and its CounterMeasures -- Pruthvi Monarch Pruthvi Monarch
This document discusses viruses and countermeasures against them. It begins by defining viruses and their operation modes and structure. It describes different types of viruses like macro viruses, email viruses, and Trojan horses. It then discusses recent malicious attacks like Code Red and Nimda. The document outlines various virus countermeasures like prevention, detection, and reaction techniques. It describes advanced techniques like digital immune systems, behavioral blocking software, and antivirus software programs. It concludes by emphasizing the importance of installing antivirus applications, regularly scanning for viruses, gaining knowledge about how viruses work, and using basic internet security applications.
This document discusses project management control. It outlines the transition from project planning to controlling, including validating plans, obtaining sign-offs, and reselling project management benefits. Formal control methods include status reports and review meetings. A five-step model for project control is presented: update status, analyze variances, act on problems, publish revisions, and inform management. Status reports should contain progress, forecasts, budgets, risks, and recognitions. Review meetings address unmet milestones and corrective actions.
The document discusses software quality assurance (SQA) and defines key terms related to quality. It describes SQA as encompassing quality management, software engineering processes, formal reviews, testing strategies, documentation control, and compliance with standards. Specific SQA activities mentioned include developing an SQA plan, participating in process development, auditing work products, and ensuring deviations are addressed. The document also discusses software reviews, inspections, reliability, and the reliability specification process.
The document discusses software reliability, defining it as the probability of failure-free operation over a specified time period or the failure intensity measure. It covers factors that influence reliability like faults, development processes, and operational profiles. The chapter also presents two definitions of reliability and discusses applications of reliability metrics. Finally, it introduces two reliability models - the basic model and logarithmic model - that describe the relationship between failure intensity and time with assumptions.
The document discusses various aspects of requirements engineering including processes, techniques, challenges, and importance. It describes requirements elicitation, analysis, specification, validation, and management. Key points covered include feasibility studies, types of requirements, characteristics of good requirements, requirements traceability and evolution. Diagrams like use cases, activity diagrams and data flow diagrams are presented as examples of requirements specification outputs.
This document discusses software bugs including their history, causes, impact, and classification. It begins with definitions of common terms used to describe bugs and errors. Key events that resulted from software bugs like the Mariner 1 space probe failure and radiation therapy machine bugs that killed patients are summarized. The document also outlines common reasons why bugs are introduced during development including lack of testing and unrealistic timelines. It concludes with classifications of bugs and contact information for the author.
Risks are potential problems that might affect the successful completion of a software project. Risks involve uncertainty and potential losses. Risk analysis and management are intended to help a software team understand and manage uncertainty during the development process. The important thing is to remember that things can go wrong and to make plans to minimize their impact when they do. The work product is called a Risk Mitigation, Monitoring, and Management Plan (RMMM).
The document discusses project planning in software engineering. It defines project planning and its importance. It describes the project manager's responsibilities which include project planning, reporting, risk management, and people management. It discusses challenges in software project planning. The RUP process for project planning is then outlined which involves creating artifacts like the business case and software development plan. Risk management is also a key part of project planning.
The document discusses software project assessments and different types of assessments. It defines software assessment as a disciplined examination of software processes and projects to determine strengths and weaknesses. The assessment results are used to identify areas for process improvement. The document also describes the minimum requirements for CMM-based assessments and the typical phases involved in assessments like SCAMPI.
This document discusses computer ethics and the IEEE code of ethics for software engineers. It provides background on the history of computer ethics as a field emerging in the 1970s. It then discusses the IEEE as a professional organization and outlines the key principles of its code of ethics for software engineers, including their responsibilities to the public, clients/employers, products, maintaining integrity and independence in judgment, management duties, the profession, colleagues, and self-improvement.
Software and hardware issues related to technologyfakhiraLatif
The software and hardware issues related to technology are defined in this presentation ...The data is in very easy wording...this will be help you a lot guys..
This document discusses software metrics and measurement. It describes how measurement can be used throughout the software development process to assist with estimation, quality control, productivity assessment, and project control. It defines key terms like measures, metrics, and indicators and explains how they provide insight into the software process and product. The document also discusses using metrics to evaluate and improve the software process as well as track project status, risks, and quality. Finally, it covers different types of metrics like size-oriented, function-oriented, and quality metrics.
Software maintenance typically requires 40-60% of the total lifecycle effort for a software product, with some cases requiring as much as 90%. A widely used rule of thumb is that maintenance activities are distributed as 60% for enhancements, 20% for adaptations, and 20% for corrections. Studies show the typical level of effort devoted to software maintenance is around 50% of the total lifecycle effort. Boehm suggests measuring maintenance effort using an activity ratio that considers the number of instructions added or modified over the total instructions. The effort required can then be estimated using programmer months based on the activity ratio and an effort adjustment factor. Emphasis on reliability during development can reduce future maintenance effort.
Ian Sommerville, Software Engineering, 9th Edition Ch 23Mohammed Romi
The document discusses project planning for software development. It covers topics like software pricing, plan-driven development, project scheduling, and estimation techniques. Project planning involves breaking down work, anticipating problems, and preparing tentative solutions. A project plan is created at the start of a project to communicate the work breakdown and help assess progress. Planning is done at various stages including proposals, project startup, and periodically throughout the project. Factors like requirements, costs, and risks are considered in planning.
This document discusses vulnerability assessment and penetration testing. It defines them as two types of vulnerability testing that search for known vulnerabilities and attempt to exploit vulnerabilities, respectively. Vulnerability assessment uses automated tools to detect known issues, while penetration testing employs hacking techniques to demonstrate how deeply vulnerabilities could be exploited like an actual attacker. Both are important security practices for identifying weaknesses and reducing risks, but require different skills and have different strengths, weaknesses, frequencies, and report outputs. Reasons for vulnerabilities include insecure coding, limited testing, and misconfigurations. The document outlines common vulnerability and attack types as well as how vulnerability assessment and penetration testing are typically conducted.
The document provides an overview of the Capability Maturity Model Integration (CMMI) framework. CMMI is an industry standard for improving product quality and development processes. It consists of best practices for systems engineering, software engineering, integrated product and process development, and supplier sourcing. CMMI models an organization's processes at five maturity levels from initial to optimizing. Higher levels indicate more disciplined, defined, and quantitatively managed processes. The document outlines the CMMI components and structure, describes each maturity level and associated process areas, and discusses tips for successful CMMI implementation.
Software Project Management: ResearchColab- Budget (Document-12)
Presented in 4th year of Bachelor of Science in Software Engineering (BSSE) course at Institute of Information Technology, University of Dhaka (IIT, DU).
Comparision of waterfall,spiral and v modalShab Bi
This document compares the waterfall, V-model, and spiral software development models. It describes the key phases and characteristics of each model. The waterfall model is a linear sequential process where each phase must be completed before the next begins. The V-model is similar but adds testing at each phase. The spiral model is iterative with risk analysis and prototyping at each loop. The document discusses the pros and cons of each approach, concluding that the waterfall model is best for known requirements, the V-model for smaller projects, and the spiral model for large projects requiring extensive risk analysis.
Glad many people liked the Program management Fundamentals presentation. With many requests i thought it's time to go one step further to define scope of the program.
I will publish financial & workforce planning, going forward.
This presentation should be read only after reading completely the Program Management fundamentals presentation.
This talk provides an introduction to various concepts that are essential to the understanding of distributed systems. Concepts covered include the 8 fallacies of distributed computing, the anatomy of a distributed system, system models, the CAP theorem, consistency models, partitioning, replication, leader election, failure detection, and consensus algorithms. This is the first in a three-part series designed to familiarize the audience with the design and usage of distributed systems.
The document discusses risk analysis and management for software projects. It defines risks as potential problems that could affect project completion. The goal of risk analysis is to help teams understand and manage uncertainty. Key steps include identifying risks, estimating their probability and impact, prioritizing the most important risks, and developing a Risk Mitigation, Monitoring, and Management Plan to avoid, minimize, or prepare for the risks. The document provides examples of risk categories and checklists to help identify project, technical, and business risks.
Kumar Bishwakarma gave a presentation on the basics of risk management. He discussed (1) reactive and proactive risk handling strategies, with reactive focusing on problems after they occur and proactive identifying risks in advance. He also covered (2) software risks like project, technical, business, known, predictable and unpredictable risks. Finally, he explained the process of (3) risk identification, projection, assessment, refinement, and developing a risk management, mitigation, monitoring and management plan to address risks throughout a project.
The document discusses software quality assurance (SQA) and defines key terms related to quality. It describes SQA as encompassing quality management, software engineering processes, formal reviews, testing strategies, documentation control, and compliance with standards. Specific SQA activities mentioned include developing an SQA plan, participating in process development, auditing work products, and ensuring deviations are addressed. The document also discusses software reviews, inspections, reliability, and the reliability specification process.
The document discusses software reliability, defining it as the probability of failure-free operation over a specified time period or the failure intensity measure. It covers factors that influence reliability like faults, development processes, and operational profiles. The chapter also presents two definitions of reliability and discusses applications of reliability metrics. Finally, it introduces two reliability models - the basic model and logarithmic model - that describe the relationship between failure intensity and time with assumptions.
The document discusses various aspects of requirements engineering including processes, techniques, challenges, and importance. It describes requirements elicitation, analysis, specification, validation, and management. Key points covered include feasibility studies, types of requirements, characteristics of good requirements, requirements traceability and evolution. Diagrams like use cases, activity diagrams and data flow diagrams are presented as examples of requirements specification outputs.
This document discusses software bugs including their history, causes, impact, and classification. It begins with definitions of common terms used to describe bugs and errors. Key events that resulted from software bugs like the Mariner 1 space probe failure and radiation therapy machine bugs that killed patients are summarized. The document also outlines common reasons why bugs are introduced during development including lack of testing and unrealistic timelines. It concludes with classifications of bugs and contact information for the author.
Risks are potential problems that might affect the successful completion of a software project. Risks involve uncertainty and potential losses. Risk analysis and management are intended to help a software team understand and manage uncertainty during the development process. The important thing is to remember that things can go wrong and to make plans to minimize their impact when they do. The work product is called a Risk Mitigation, Monitoring, and Management Plan (RMMM).
The document discusses project planning in software engineering. It defines project planning and its importance. It describes the project manager's responsibilities which include project planning, reporting, risk management, and people management. It discusses challenges in software project planning. The RUP process for project planning is then outlined which involves creating artifacts like the business case and software development plan. Risk management is also a key part of project planning.
The document discusses software project assessments and different types of assessments. It defines software assessment as a disciplined examination of software processes and projects to determine strengths and weaknesses. The assessment results are used to identify areas for process improvement. The document also describes the minimum requirements for CMM-based assessments and the typical phases involved in assessments like SCAMPI.
This document discusses computer ethics and the IEEE code of ethics for software engineers. It provides background on the history of computer ethics as a field emerging in the 1970s. It then discusses the IEEE as a professional organization and outlines the key principles of its code of ethics for software engineers, including their responsibilities to the public, clients/employers, products, maintaining integrity and independence in judgment, management duties, the profession, colleagues, and self-improvement.
Software and hardware issues related to technologyfakhiraLatif
The software and hardware issues related to technology are defined in this presentation ...The data is in very easy wording...this will be help you a lot guys..
This document discusses software metrics and measurement. It describes how measurement can be used throughout the software development process to assist with estimation, quality control, productivity assessment, and project control. It defines key terms like measures, metrics, and indicators and explains how they provide insight into the software process and product. The document also discusses using metrics to evaluate and improve the software process as well as track project status, risks, and quality. Finally, it covers different types of metrics like size-oriented, function-oriented, and quality metrics.
Software maintenance typically requires 40-60% of the total lifecycle effort for a software product, with some cases requiring as much as 90%. A widely used rule of thumb is that maintenance activities are distributed as 60% for enhancements, 20% for adaptations, and 20% for corrections. Studies show the typical level of effort devoted to software maintenance is around 50% of the total lifecycle effort. Boehm suggests measuring maintenance effort using an activity ratio that considers the number of instructions added or modified over the total instructions. The effort required can then be estimated using programmer months based on the activity ratio and an effort adjustment factor. Emphasis on reliability during development can reduce future maintenance effort.
Ian Sommerville, Software Engineering, 9th Edition Ch 23Mohammed Romi
The document discusses project planning for software development. It covers topics like software pricing, plan-driven development, project scheduling, and estimation techniques. Project planning involves breaking down work, anticipating problems, and preparing tentative solutions. A project plan is created at the start of a project to communicate the work breakdown and help assess progress. Planning is done at various stages including proposals, project startup, and periodically throughout the project. Factors like requirements, costs, and risks are considered in planning.
This document discusses vulnerability assessment and penetration testing. It defines them as two types of vulnerability testing that search for known vulnerabilities and attempt to exploit vulnerabilities, respectively. Vulnerability assessment uses automated tools to detect known issues, while penetration testing employs hacking techniques to demonstrate how deeply vulnerabilities could be exploited like an actual attacker. Both are important security practices for identifying weaknesses and reducing risks, but require different skills and have different strengths, weaknesses, frequencies, and report outputs. Reasons for vulnerabilities include insecure coding, limited testing, and misconfigurations. The document outlines common vulnerability and attack types as well as how vulnerability assessment and penetration testing are typically conducted.
The document provides an overview of the Capability Maturity Model Integration (CMMI) framework. CMMI is an industry standard for improving product quality and development processes. It consists of best practices for systems engineering, software engineering, integrated product and process development, and supplier sourcing. CMMI models an organization's processes at five maturity levels from initial to optimizing. Higher levels indicate more disciplined, defined, and quantitatively managed processes. The document outlines the CMMI components and structure, describes each maturity level and associated process areas, and discusses tips for successful CMMI implementation.
Software Project Management: ResearchColab- Budget (Document-12)
Presented in 4th year of Bachelor of Science in Software Engineering (BSSE) course at Institute of Information Technology, University of Dhaka (IIT, DU).
Comparision of waterfall,spiral and v modalShab Bi
This document compares the waterfall, V-model, and spiral software development models. It describes the key phases and characteristics of each model. The waterfall model is a linear sequential process where each phase must be completed before the next begins. The V-model is similar but adds testing at each phase. The spiral model is iterative with risk analysis and prototyping at each loop. The document discusses the pros and cons of each approach, concluding that the waterfall model is best for known requirements, the V-model for smaller projects, and the spiral model for large projects requiring extensive risk analysis.
Glad many people liked the Program management Fundamentals presentation. With many requests i thought it's time to go one step further to define scope of the program.
I will publish financial & workforce planning, going forward.
This presentation should be read only after reading completely the Program Management fundamentals presentation.
This talk provides an introduction to various concepts that are essential to the understanding of distributed systems. Concepts covered include the 8 fallacies of distributed computing, the anatomy of a distributed system, system models, the CAP theorem, consistency models, partitioning, replication, leader election, failure detection, and consensus algorithms. This is the first in a three-part series designed to familiarize the audience with the design and usage of distributed systems.
The document discusses risk analysis and management for software projects. It defines risks as potential problems that could affect project completion. The goal of risk analysis is to help teams understand and manage uncertainty. Key steps include identifying risks, estimating their probability and impact, prioritizing the most important risks, and developing a Risk Mitigation, Monitoring, and Management Plan to avoid, minimize, or prepare for the risks. The document provides examples of risk categories and checklists to help identify project, technical, and business risks.
Kumar Bishwakarma gave a presentation on the basics of risk management. He discussed (1) reactive and proactive risk handling strategies, with reactive focusing on problems after they occur and proactive identifying risks in advance. He also covered (2) software risks like project, technical, business, known, predictable and unpredictable risks. Finally, he explained the process of (3) risk identification, projection, assessment, refinement, and developing a risk management, mitigation, monitoring and management plan to address risks throughout a project.
Risk management involves identifying potential risks, assessing their probability and impact, prioritizing risks, developing strategies to mitigate high-priority risks, and continuously monitoring risks throughout the project. There are different categories of risk including project risks, technical risks, business risks, known risks, and unpredictable risks. Effective risk management requires proactively identifying risks, tracking them over time, taking steps to reduce impact or likelihood, and open communication across teams.
The document discusses risk analysis and management for software projects. It defines risks as potential problems that could affect project completion. The goal of risk analysis is to help teams understand and manage uncertainty. Key aspects covered include identifying risks, assessing probability and impact, prioritizing risks, developing risk mitigation plans, and monitoring risks during the project. The document provides examples of risk categories, analysis steps, and strategies for proactive versus reactive risk management.
Software project management involves planning, estimating, scheduling, risk management, people management, reporting, and proposal writing to deliver high-quality software on time and within budget while maintaining an effective development team. Key aspects of project management include identifying and addressing risks, motivating the project team through satisfying their social, esteem and self-realization needs, and promoting cohesion among small groups of 4-6 members. Effective people management and teamwork are essential for software project success.
5 Project Risk Management
adrian825/iStock/Thinkstock
Learning Objectives
By the end of this chapter, you will be able to:
• Define and describe project risk.
• Understand the risk management process.
• Discuss the risk identification process.
• Explain the risk analysis process.
• Describe the risk response process.
• Explain the role of risk monitoring and control.
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bar81677_05_c05_149-172.indd 149 9/9/14 10:49 AM
Introduction
Pretest
1. Brainstorming is a good initial approach for identifying risks to a project.
a. True
b. False
2. The risk management process is a three-step process.
a. True
b. False
3. When risks are identified later in the project process, the cost to address these issues
will increase.
a. True
b. False
4. A risk that has a high probability of occurring might have little impact on a project.
a. True
b. False
5. A project manager who has not created a documented risk response plan has not
considered risks fully enough.
a. True
b. False
6. An output of risk monitoring and control includes updating the risk database.
a. True
b. False
Answers can be found at the end of the chapter.
Introduction
Have you ever visited a public park facility and seen an observation tower with a sign reading
“Climb at your own risk?” That is a good example of risk, the chance that something could go
wrong. The park is not only warning you about the risks of climbing the tower, but also saying
that it is not liable should something happen during the climb. In other words, the park is not
willing to share in the risk—it is all yours. In project management there are similar risks that
something will go wrong. The best way to handle anticipated risks is to document and analyze
them beforehand and decide what to do about them should they occur.
Good managers look for risks throughout the project cycle, know what the risks are before they
occur, and work to communicate, prevent, and offset them in their daily decisions and routines.
For instance, if the project manager is aware that a supplier of a key product component might
not keep an adequate inventory of that component on hand and could potentially delay the
project when it is due, the manager may adjust the relevant supply contract to include a penalty
clause for late delivery or make other changes in the way the supplier’s inventory is handled.
The principle is that project managers should be able to identify what might happen, what
the probabilities are that a risk event might occur, what the impacts will be, and how to
prevent or mitigate risks. This principle assumes that failure can be attributed to key events
or circumstances.
H1
sec_n sec_t
bar81677_05_c05_149-172.indd 150 9/9/14 10:49 AM
Section 5.1 The Risk Problem
Risk management is the process of recognizing risks and dealing with them in a project. This
means that risks are identified, ana.
The document summarizes key points from a session on risk management:
1. The session discussed tools and techniques for risk response planning, including strategies for negative risks and contingent response planning.
2. It provided examples of different types of risks like secondary risks that can arise from implementing a risk response plan.
3. Residual risks that remain after risk responses have been implemented were also explained.
NCV 4 Project Management Hands-On Support Slide Show - Module5Future Managers
This slide show complements the Learner Guide NCV 4 Project Management Hands-On Training by Bert Eksteen, published by Future Managers. For more information visit our website www.futuremanagers.net
This document discusses software risk management. It identifies several categories of risk for a project, including product size, business impact, schedule, and cost. Risk management provides processes for assessing potential risks, determining important risks to address, and implementing strategies to manage those risks. The document then identifies specific risks for a project, grouping them into project risks, technical risks, business risks, predictable risks, and unpredictable risks. Examples are provided for each category. Risk analysis is also discussed, including risk planning checkpoints to identify situations where risks could become reality.
Risk 0-risk-guide book for pmi-rmp by amer elbazMohamed Saeed
This document provides an overview of project risk management. It defines project risk management as including processes for risk management planning, identification, analysis, response planning, and controlling risk on a project. The objectives are to increase the likelihood and impact of positive events and decrease the likelihood and impact of negative events. It describes the six key processes: plan risk management, identify risks, perform qualitative risk analysis, perform quantitative risk analysis, plan risk responses, and control risks. It also discusses individual project risks versus overall project risk, stakeholder risk attitudes, and the iterative nature of project risk management.
Risk management is important for software projects to identify risks that could impact cost, schedule or quality and put mitigation plans in place. The key steps in risk management are risk identification, analysis, planning, monitoring. Risks can be project risks, product risks, technical risks or business risks. It's important to identify both known/predictable risks as well as unpredictable risks. The goal of risk management is to anticipate issues and have contingency plans to minimize negative impacts.
The document discusses key aspects of project management including planning, scheduling, risk management, and progress reporting. It emphasizes that good project management is essential for success, and that planning and estimating are iterative processes throughout a project's lifecycle. Project milestones represent formal progress reports, scheduling involves graphical representations of activities and durations, and risk management identifies and plans for potential threats.
The document discusses project risk management. It defines risk as uncertainty that could negatively or positively impact a project's objectives. There are various types of risks like schedule, budget, operational, technical, and programmatic risks. Risk management involves identifying, analyzing, and responding to risks throughout the project life cycle to help meet objectives. The key aspects of risk management are planning risk management, identifying risks, performing qualitative and quantitative risk analysis, planning risk responses, and monitoring and controlling risks. The overall goal is to minimize threats and maximize opportunities related to project risks.
Software Project Management: Risk ManagementMinhas Kamal
Software Project Management: ResearchColab- Risk Management (Document-7)
Presented in 4th year of Bachelor of Science in Software Engineering (BSSE) course at Institute of Information Technology, University of Dhaka (IIT, DU).
This document discusses risk management in IT projects. It defines risk as an uncertain event that can positively or negatively impact project objectives. Risk management is identifying, evaluating, and mitigating risks that could impact desired project outcomes. The major risks in IT projects are scope, schedule, resources, and technology. Effective risk management includes identifying risks, analyzing them, developing responses, controlling risks over the project, and following principles like open communication, integrated management, and continuous process.
The document discusses risk management in software testing projects. It defines risk management and identifies key risks in testing like lack of tester training. It outlines the stages of risk management - risk assessment and risk control. Risk assessment involves identifying, analyzing and prioritizing risks. Risk control involves mitigating risks through actions, planning for significant risks, monitoring risks, and communicating risks. The project manager is responsible for leading risk management.
This document discusses tools and techniques for managing projects that have encountered difficulties and are at risk of failing. It provides two case studies as examples. The first case study describes a project that was 25% complete that was using a "big bang" approach across several countries. Early warning signs identified communication, team, and scope issues. The project was turned around by improving communication, quantifying scope changes, and better business/project alignment. The second case study describes a project 70% through time that faced significant technology challenges. Issues involved new technology, expanded scope, dispersed teams, and unaddressed risks. The project was salvaged by addressing these issues.
The document provides information on project risk management processes and concepts. It discusses the seven processes of project risk management according to PMBOK, including plan risk management, identify risks, perform qualitative risk analysis, perform quantitative risk analysis, plan risk responses, implement risk responses, and monitor risks. It also covers key concepts such as different types of risks, risk thresholds, and considering stakeholder risk tolerance levels. Additionally, it provides an overview of uncertainty as a performance domain and describes what a tornado diagram is and how it can be used to determine the impact of various risks.
Risk management involves identifying potential problems, assessing their likelihood and impacts, and developing strategies to address them. There are two main risk strategies - reactive, which addresses risks after issues arise, and proactive, which plans ahead. Key steps in proactive risk management include identifying risks through checklists, estimating their probability and impacts, developing mitigation plans, monitoring risks and mitigation effectiveness, and adjusting plans as needed. Common risk categories include project risks, technical risks, and business risks.
The document outlines a 7-step risk management framework for software development projects: 1) Analyze functional requirements, 2) Establish project scope and work breakdown structure, 3) Identify risky work packages, 4) Identify risk events, 5) Analyze risk probability and severity, 6) Develop a risk management plan, 7) Control risk. The framework involves stakeholders in risk analysis and response planning. It integrates risk management into the project cycle to help achieve objectives related to time, cost, quality and stakeholder satisfaction. An effective risk management plan and approach is necessary for software project success.
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The document discusses various aspects of software project management including the management scope, people, product, process, and project. It also covers the W5HH principle for defining key project characteristics including why the system is being developed, what will be done, when it will be done, who is responsible, where people are located, how the job will be done technically and authoritatively, and how many resources are needed. Finally, it discusses software metrics for measuring aspects like size, quality, and productivity.
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1. Topological sort is a method for arranging the vertices of a directed acyclic graph (DAG) in linear order such that if vertex A appears before vertex B, then there is no directed edge from B to A.
2. A topological sort is not unique - there can be multiple valid linear orderings of the vertices. An algorithm uses the in-degrees of vertices to iteratively select vertices with no incoming edges until a full ordering is produced.
3. The document provides an example topological sort and discusses implementation using an in-degree array and priority queue to track vertices eligible for the ordering.
Principal component analysis (PCA) is used to reduce the dimensionality of data while retaining as much information as possible. It identifies the underlying factors or components that explain the variance in a data set. PCA works by finding the directions with the most variance in the data and projecting the data onto these principal components. This results in a smaller set of dimensions that capture most of the information in the original high-dimensional data. PCA is commonly used for dimensionality reduction before applying other machine learning algorithms like classification or clustering.
This presentation discusses rational agents and rationality. It defines rationality as acting reasonably and with good judgment to achieve goals. A rational agent selects actions that are expected to maximize its performance given its percepts and prior knowledge. Rational agents use functions to map percept sequences to actions. Examples discussed include a delivery robot, diagnostic system, trading agent, and tutoring system. The presentation also covers the key components of agents, including performance measures, environments, actuators, sensors, and the PEAS framework. It concludes that building more autonomous rational agents with enhanced learning abilities can satisfy the growing demands of artificial intelligence.
Artificial intelligence has great potential to revolutionize healthcare. It can help predict ICU transfers and hospital readmissions by identifying at-risk patients from their medical data. AI is also used in medical testing through new methods like bloodless blood testing using smartphone ECGs. It improves clinical workflows by reducing physician burnout through tools like vein finders. AI helps prevent infections by monitoring patients for early signs of sepsis or other healthcare-acquired infections. During the COVID-19 pandemic, AI has assisted with tracking and forecasting outbreaks, diagnosing patients, processing health claims, and developing new drugs to treat the virus.
This document introduces combinatorial structures, algorithms, and problems. It defines combinatorial structures like graphs, hypergraphs, and partitions. It explains that combinatorial algorithms are used for generation, enumeration, and search of combinatorial structures. Generation constructs all structures of a type, enumeration computes their number, and search finds examples. It notes that many search and optimization problems are NP-hard or NP-complete, meaning they are very difficult to solve efficiently.
This document discusses various applications of ICT in healthcare, including artificial intelligence, automation technologies, 3D printing, and micro 3D printing. It describes how AI is used in healthcare applications like clinical expert systems, gaming, and medical imaging. It also outlines benefits of automating healthcare administration tasks like billing, scheduling and electronic health records. Finally, it provides details on how 3D printing and micro 3D printing are used to create medical devices and components for applications in microfluidics.
This document discusses the use of information and communication technologies (ICT) in healthcare. It begins with an introduction to ICT technologies and their role in healthcare. It then discusses how ICT is used in healthcare for health education, hospital management systems, health research, and health data management. The document also discusses future and emerging ICT technologies like augmented reality, virtual reality, artificial intelligence, and robotic process automation and how they are impacting healthcare. It concludes by discussing the use of computer simulations for healthcare education and training, including examples of simulations used for intra-oral radiography, cervical spine procedures, and surgical training.
Strassen's algorithm improves upon the basic matrix multiplication algorithm. It can multiply two N x N matrices using only 7 multiplications instead of the 8 required by basic multiplication. This is accomplished by dividing the matrices into sub-matrices and recursively applying a divide-and-conquer approach to multiply the sub-matrices using fewer operations than basic multiplication through combinations of additions, subtractions, and multiplications. The algorithm provides an asymptotic improvement over basic matrix multiplication.
The document discusses algorithms and their importance in computer science. It defines an algorithm as a set of clearly defined instructions to solve a problem. Key properties algorithms must satisfy are being unambiguous, terminating in a finite number of steps, and being implementable. The document then discusses the greatest common divisor (GCD) algorithm as an example, outlining its pseudocode, correctness, and time complexity of O(log n). It notes the relationship between algorithms and data structures, stating the way data is organized can impact algorithm efficiency.
Automated testing involves developing and executing test scripts using an automated test tool to verify test requirements. It has advantages like reduced costs, increased efficiency, and improved quality. However, automated testing also has limitations such as an inability to test certain aspects that require physical interaction. The automated test life-cycle methodology involves planning, designing, executing, and reviewing automated tests. Key steps include deciding what to automate, acquiring suitable tools, and analyzing the testing process.
The document summarizes a presentation on transforming manual testing processes to incorporate test automation. It discusses automation models and frameworks, incorporating automation into standard testing processes, typical test activities and deliverables for agile and waterfall SDLCs. It provides a deep dive into testing artifacts and how to better plan for automation. It also presents a case study where a command-driven testing framework was adopted to help automate manual testing processes and limit concurrent work by testers on the same templates. The presentation aims to provide best practices for planning and implementing test automation.
The document discusses various aspects of software project management including the management scope, people, product, process, and project. It also covers software metrics which are quantitative measures used to gain insight into software characteristics and processes. Examples of metrics include lines of code, defects, and customer problems to measure aspects like size, quality, and satisfaction.
This document describes a proposed mobile application called Farmer Helper that aims to provide farmers with important agricultural information. The app would give details on suitable crops for different seasons and regions, pesticide and fertilizer schedules, weather alerts, and information on government loans and schemes. It seeks to address issues like lack of knowledge on modern farming practices and difficulties in exchanging information. The app is meant to help farmers make better decisions and efficiently buy/sell agricultural goods and equipment through its modules for farmers, marketing, and citizens. It could bridge the technology gap for farmers and benefit all sectors involved in farming.
The document discusses different types of intelligent agents and environments. It defines agents as anything that can perceive its environment and act upon it. Agents are described according to their performance measure, environment, actuators, and sensors (PEAS). Environments can be fully/partially observable, deterministic/stochastic, episodic/sequential, static/dynamic, discrete/continuous, and single-agent/multi-agent. Four types of agents are described - simple reflex agents, model-based reflex agents, goal-based agents, and utility-based agents. Learning agents are also introduced.
This document provides an overview of machine learning applications and concepts. It discusses different problem types in machine learning like regression, classification, and optimization. It also covers key concepts like neural networks, data collection and modeling, prediction, and case studies. As an example, it analyzes a case study that uses different machine learning algorithms like linear regression, random forests, and support vector machines to predict the compressive strength of concrete samples based on features like cement, water, and age. The models are evaluated on their ability to accurately predict compressive strength values for previously unseen test data.
The document discusses intelligent agents and their design. It introduces agents and defines them as anything that can perceive its environment and act upon it. It then discusses rational agents and defines them as agents that select actions that are expected to maximize their performance based on their perceptions. The document also discusses designing agents using the PEAS framework, which considers an agent's Performance measure, Environment, Actuators, and Sensors. Finally, it outlines five basic types of agent programs - from simple reflex agents to learning agents - that increase in generality.
Building a Raspberry Pi Robot with Dot NET 8, Blazor and SignalRPeter Gallagher
In this session delivered at NDC Oslo 2024, I talk about how you can control a 3D printed Robot Arm with a Raspberry Pi, .NET 8, Blazor and SignalR.
I also show how you can use a Unity app on an Meta Quest 3 to control the arm VR too.
You can find the GitHub repo and workshop instructions here;
https://bit.ly/dotnetrobotgithub
1. Software Risk Management
Risk is uncertain events associated with future events which have a probability of occurrence
but it may or may not occur and if occurs it brings loss to the project.
Risk identification and management are very important task during software project
development because success and failure of any software project depends on it.
Types of Risk in Software Development :
1. Schedule Risk
1. Schedule related risks refers to time related risks or project delivery related planning risks.
2. The wrong schedule affects the project development and delivery.
3. These risks are mainly indicates to running behind time as a result project development
doesn’t progress timely and it directly impacts to delivery of project.
4. Finally if schedule risks are not managed properly it gives rise to project failure and at last
it affect to organization/company economy very badly.
2. Some reasons for Schedule risks :
* Time is not estimated perfectly
* Improper resource allocation
* Tracking of resources like system, skill, staff etc
* Frequent project scope expansion
* Failure in function identification and its’ completion
2. Budget Risk :
1. Proper finance distribution and management are required for the success of project
otherwise it may lead to project failure.
2. Always the financial aspect for the project should be managed as per decided but if
financial aspect of project mismanaged then there budget concerns will arise by giving
rise to budget risks.
3. Some reasons for Budget risks :
* Wrong/Improper budget estimation
* Unexpected Project Scope expansion
* Mismanagement in budget handling
* Cost overruns
* Improper tracking of Budget
3. Operational Risks
Operational risk refers to the procedural risks means these are the risks which happen in
day-to-day operational activities during project development due to improper process
implementation or some external operational risks.
Some reasons for Operational risks :
* Insufficient resources
* Conflict between tasks and employees
* Improper management of tasks
* No proper planning about project
* Less number of skilled people
* Lack of communication and cooperation
* Lack of clarity in roles and responsibilities
* Insufficient training
4. 4. Technical Risks
Technical risks refers to the functional risk or performance risk which means this technical
risk mainly associated with functionality of product or performance part of the software
product.
Some reasons for Technical risks
* Frequent changes in requirement
* Less use of future technologies
* Less number of skilled employee
* High complexity in implementation
* Improper integration of modules
5. 5. Programmatic Risks
Programmatic risks refers to the external risk or other unavoidable risks. These are the
external risks which are unavoidable in nature. These risks come from outside and it is out
of control of programs.
Some reasons for Programmatic risks :
* Rapid development of market
* Running out of fund / Limited fund for project development
* Changes in Government rules/policy
* Loss of contracts due to any reason
6. Risk Identification: Tools And Techniques
Documentation Reviews
The standard practice to identify risks is reviewing project related documents such as lessons learned, articles,
organizational process assets, etc
Information Gathering Techniques
The given techniques are similar to the techniques used to collect requirements. Let's look at a few of them:
1. Brainstorming
Brainstorming is done with a group of people who focus on the identification of risk for the project.
2. Delphi Technique
A team of experts has consulted anonymously. A list of required information is sent to experts, responses are compiled,
and results are sent back to them for further review until agreement is reached.
3. Interviewing
An interview is conducted with project participants, stakeholders, experts, etc to identify risks.
4. Root Cause Analysis
Root causes are determined for the identified risks. These root causes are further used to identify additional risks.
7. 5. Checklist Analysis
The checklist of risk categories is used to come up with additional risks for the project.
6. Assumption Analysis
Identification of different assumptions of the project and determining their validity further
helps in identifying risks for the project.
8.
9. Risk projection :
It is also called risk estimation, is attempts to rate each risk in 2 ways the probability or
likelihood in which the risk is real and the consequences of the problems related with the
risk should it occur.
The project planner along with other technical and managers staff, performs 4 risk projection
activities that are as follows :
1. Establish a scale which reflects the perceived likelihood if a risk.
2. Described the outcome of the risk.
3. Estimate and impact of the risk on the project and the product
4. The overall accuracy of the risk projection by that there will be no misinterpret.
10. Developing Risk Table :
1. Project team begins by listing all risks in the first column of the table.
(Accomplished with the help of the risk item checklists).
2. Each risk is categorized in the second column.
(e.g. PS implies a project size risk, BU implies a business risk).
3. The probability of occurrence of each risk is entered in the next column of the table.
The probability value for each risk can be estimated by team members individually.
4. Individual team members are polled in round-robin fashion until their assessment of
risk probability begins to converge.
11. Note :
1. A risk factor which has a high impact but a very low
probability of occurrence should not absorb a significant
amount of management time.
2. Weather, low impact risk with high probability should be
carried forwarded into the management steps and high impact
risk with moderate to high probability that follow.
Fig: Impact on Project assessments
12. Assessing Risk Impact
Nature of the risk - the problems that are likely if it occurs.
e.g. a poorly defined external interface to customer hardware (a technical risk) will
prevent early design and testing and will likely lead to system integration problems late in
a project.
Scope of a risk - combines the severity with its overall distribution (how much of the
project will be affected or how many customers are harmed?).
Timing of a risk - when and how long the impact will be felt.
Overall risk exposure, RE, determined using:
RE = P x C
P is the probability of occurrence for a risk.
C is the the cost to the project should the risk occur.
13. Risk Refinement :
Process of reiterate the risks as a set of more detailed risks that will be easier to mitigate
(Justify), monitor, and manage.
Risk Mitigation : It is an activity used to avoid problems (Risk Avoidance).
Steps for mitigating the risks as follows :
1. Finding out the risk.
2. Removing causes that are the reason for risk creation.
3. Controlling the corresponding documents from time to time.
4. Conducting timely reviews to speed up the work.
Risk Monitoring : It is an activity used for project tracking.
It has the following primary objectives as follows:
1. To check if predicted risks occur or not.
2. To ensure proper application of risk avoidance steps defined for risk.
3. To collect data for future risk analysis.
4. To allocate what problems are caused by which risks throughout the project.
14. Risk Management and planning
1. It assumes that the mitigation activity failed and the risk is a reality.
2.This task is done by Project manager when risk becomes reality and causes severe
problems.
3. If the project manager effectively uses project mitigation to remove risks successfully
then it is easier to manage the risks.
4. This shows that the response that will be taken for each risk by the manager.
5. The main objective of the risk management plan is the risk register.
6. This risk register describes and focuses on the predicted threats to a software project.
15. Communication Techniques
Important Note : Communication techniques are methods used by a communicator,
speaker, or listener to improve the effectiveness and reach of every conversation or
interaction. For better understanding, one can assume that these techniques are equal to
skills that a person must possess to have a better communication process.
Communication is an essential process in coordinating a software development project
and sharing knowledge between the team members.
It can also bring challenges, that when improperly dealt with can delay a team project or
even cost money to the company.
16. FIVE TYPES OF COMMUNICATION
1. VERBAL COMMUNICATION :
Verbal communication occurs when we engage in speaking with others. It can be face-to-
face, over the telephone, via Skype or Zoom, etc. Some verbal engagements are informal,
such as chatting with a friend over coffee or in the office kitchen, while others are more
formal, such as a scheduled meeting.
2.NON-VERBAL COMMUNICATION :
Non-verbal communication includes facial expressions, posture, eye contact, hand
movements, and touch. For example, if you’re engaged in a conversation with your boss
about your cost-saving idea, it is important to pay attention to both the their words and their
non-verbal communication. Your boss might be in agreement with your idea verbally, but their
nonverbal cues: avoiding eye contact, sighing, scrunched up face, etc.
17. 3. WRITTEN COMMUNICATION
Whether it is an email, a memo, a report, a Facebook post, a Tweet, a contract, etc. all
forms of written communication have the same goal to distribute information in a clear and
concise manner – though that objective is often not achieved. In fact, poor writing skills often
lead to confusion and embarrassment.
4.LISTENING
Active listening, however, is perhaps one of the most important types of communication
because, if we cannot listen to the person sitting across from us, we cannot effectively
engage with them.
5.VISUAL COMMUNICATION
We are a visual society. Think about it, televisions are running 24/7, Facebook is visual with
memes, videos, images, etc., Instagram is an image-only platform, and advertisers use
imagery to sell products and ideas. Think about from a personal perspective, the images we
post on social media are meant to convey meaning – to communicate a message.
18. Requirement analysis is significant and essential activity after elicitation. We analyze,
refine, and scrutinize the gathered requirements to make consistent and unambiguous
requirements. This activity reviews all requirements and may provide a graphical view of
the entire system. After the completion of the analysis, it is expected that the understand
ability of the project may improve significantly. Here, we may also use the interaction
with the customer to clarify points of confusion and to understand which requirements
are more important than others
19. Draw the context diagram:
The context diagram is a simple model that defines the boundaries and interfaces of the
proposed systems with the external world. It identifies the entities outside the proposed
system that interact with the system.
Development of a Prototype (optional):
One effective way to find out what the customer wants is to construct a prototype, something
that looks and preferably acts as part of the system they say they want.
We can use their feedback to modify the prototype until the customer is satisfied
continuously. Hence, the prototype helps the client to visualize the proposed system and
increase the understanding of the requirements. When developers and users are not sure
about some of the elements, a prototype may help both the parties to take a final decision.
20. Model the requirements:
This process usually consists of various graphical representations of the functions, data
entities, external entities, and the relationships between them. The graphical view may help
to find incorrect, inconsistent, missing, and superfluous requirements. Such models include
the Data Flow diagram, Entity-Relationship diagram, Data Dictionaries, State-transition
diagrams, etc.
Finalize the requirements:
After modeling the requirements, we will have a better understanding of the system
behavior. The inconsistencies and ambiguities have been identified and corrected. The flow
of data among various modules has been analyzed. Elicitation and analyze activities have
provided better insight into the system. Now we finalize the analyzed requirements, and the
next step is to document these requirements in a prescribed format. SRS
21. Analysis Principles
Over the past two decades, a large number of analysis modeling methods have been
developed in the literature.
By Analyzing Problems and their causes, investigator have developed a variety of notations
and corresponding sets of heuristic overcomes.
Note: Each analysis method has a unique point of view, however all analysis methods are
related by a set of operational principles as follows.
1. The information domain of a problem must be represented and understood.
2. The functions that the software is to perform must be defined.
3. The behavior of the software must be represented.
4. The Models that depict information and behavior must be partitioned in a manner that
uncovers detail in a layered (or Hierarchical) fashion.
5. The analysis process should move from essential information towards implementation
detail.
Note : By applying these principles, an analyst approaches a problem systematically.
22. A Set of guiding principles for Requirements analysis
1. Understand the problem before you begin to create the analysis model.
2. Develop Prototype that enable a user to understand how human / machine interaction
will occur.
3. Record the origin of and reason for every requirement.
4. Multiple use of requirements- building data, functional and behavioral models provide
the software engineering with different 3 views.
5. Rank Requirements: Tight deadline may prevent the implementation of every software
requirement. If an incremental process model is applied, those requirements to be
delivered in the first increment must be identified.
6. Work to Eliminate Ambiguity: As most requirements are described in natural
language, the opportunity for everyone. The use of formal technical review is one way to
uncover and eliminate ambiguity.
23. Feasibility study
A feasibility study is quite important phase in which highly management is possible, we can
decides on the feasibility report that whether or not the proposed system is worthwhile.
Feasibility study checks
* If the system contributes organizational objectives.
* If the system can be engineered using current technology and within budget.
* If the system can be integrated with other systems that are used.
Types of Feasibility study
1. Operational Feasibility
2. Technical Feasibility
3. Economic Feasibility
Note : The main aim of the feasibility study is not thinking how to solve problem,
back to determine whether the problem is work solving?
24. Note : Feasibility study leads to a decision like as follows
1. Proceed further
2. Not proceed further
3. Think again
Outcome of feasibility study
Few questions are going to rise after detail study of feasibility analysis.
1. What if the system was not implemented?
2. What are current project problems?
3. How will be the proposed system help?
4. What will be integration problems?
5. Is new technology needed?
6. Is new skill (staff, team members) required?
7. What facilities must be supported by the proposed system?
25. Note : Prototyping gives the opportunity to evaluate the product, ensure it's doing
what's intended, and determine if improvements needs to be made.
The software prototyping process includes the following points.
1. Identify initial requirements
A) What software will be able to do
B) who will be the exact users
C) user expectations from product
2. Develop initial prototype
In this case, developer will consider the requirements as proposed by the client and begin to
put together a model of what the finished product might look like.
3. Review :
Once the prototype is developed, the client has a chance to see what the product might look
like. In more advanced prototypes, the end consumer may have an opportunity to try out the
product and offer suggestions improvement. This is also called Beta Testing.
4. Revise
The final step in the process is to make revisions to the prototype based on the feedback of the
client and/or beta testers.
26. Why Use an SRS Document?
1. A software requirements specification is the foundation for your entire project. It lays the
framework that every team involved in development will follow.
2. It’s used to provide critical information to multiple teams like development, quality
assurance, operations, and maintenance. This keeps everyone on the same page.
3. Using the SRS helps to ensure requirements are fulfilled. And it can also help you make
decisions about your product’s life cycle.
4. Writing an SRS can also minimize overall development time and costs.
5. Embedded development teams especially benefit from using an SRS.
27. Software Requirements Specification vs System Requirements Specification
A software requirements specification (SRS) includes in-depth descriptions of the
software that will be developed.
A system requirements specification (SyRS) collects information on the requirements
for a system.
Note: “Software” and “System” are sometimes used interchangeably as SRS. But, a
software requirement specification provides greater detail than a system requirements
specification.
28. Requirement Specification
Software requirements specification (SRS) helps you to build groundwork for product
development.
What is a Software Requirements Specification (SRS) Document?
A software requirements specification (SRS) is a document that describes what the software
will do and how it will be expected to perform. It also describes the functionality the product
needs to fulfill all stakeholders (business, users) needs.
A typical SRS includes:
1. A purpose
2. An overall description
3. Specific requirements
Note : The best SRS documents define how the software will interact when embedded
in hardware or when connected to other software. Good SRS documents also account
for real-life requirements.