Topics covered

 Software quality
 Software standards
 Reviews and inspections
 Software measurement and metrics

Chapter 24 Quality management 1

Software quality management

 Concerned with ensuring that the required level of quality

is achieved in a software product.
 Three principal concerns:
 At the organizational level, quality management is concerned
with establishing a framework of organizational processes and
standards that will lead to high-quality software.
 At the project level, quality management involves the application
of specific quality processes and checking that these planned
processes have been followed.
 At the project level, quality management is also concerned with
establishing a quality plan for a project. The quality plan should
set out the quality goals for the project and define what
processes and standards are to be used.
Chapter 24 Quality management 2
Quality management activities

 Quality management provides an independent check on

the software development process.
 The quality management process checks the project
deliverables to ensure that they are consistent with
organizational standards and goals
 The quality team should be independent from the
development team so that they can take an objective
view of the software. This allows them to report on
software quality without being influenced by software
development issues.

Chapter 24 Quality management 3

Quality management and software development

Chapter 24 Quality management 4

Quality planning

 A quality plan sets out the desired product qualities and

how these are assessed and defines the most significant
quality attributes.
 The quality plan should define the quality assessment
process.
 It should set out which organisational standards should
be applied and, where necessary, define new standards
to be used.

Chapter 24 Quality management 5

Quality plans

 Quality plan structure

 Product introduction;
 Product plans;
 Process descriptions;
 Quality goals;
 Risks and risk management.
 Quality plans should be short, succinct documents
 If they are too long, no-one will read them.

Chapter 24 Quality management 6

Scope of quality management

 Quality management is particularly important for large,

complex systems. The quality documentation is a record
of progress and supports continuity of development as
the development team changes.
 For smaller systems, quality management needs less
documentation and should focus on establishing a
quality culture.

Chapter 24 Quality management 7

Software quality

 Quality, simplistically, means that a product should meet

its specification.
 This is problematical for software systems
 There is a tension between customer quality requirements
(efficiency, reliability, etc.) and developer quality requirements
(maintainability, reusability, etc.);
 Some quality requirements are difficult to specify in an
unambiguous way;
 Software specifications are usually incomplete and often
inconsistent.
 The focus may be ‘fitness for purpose’ rather than
specification conformance.
Chapter 24 Quality management 8
Software fitness for purpose

 Have programming and documentation standards been

followed in the development process?
 Has the software been properly tested?
 Is the software sufficiently dependable to be put into
use?
 Is the performance of the software acceptable for normal
use?
 Is the software usable?
 Is the software well-structured and understandable?

Chapter 24 Quality management 9

Software quality attributes

Safety Understandability Portability

Security Testability Usability
Reliability Adaptability Reusability
Resilience Modularity Efficiency
Robustness Complexity Learnability

Chapter 24 Quality management 10

Quality conflicts

 It is not possible for any system to be optimized for all of

these attributes – for example, improving robustness
may lead to loss of performance.
 The quality plan should therefore define the most
important quality attributes for the software that is being
developed.
 The plan should also include a definition of the quality
assessment process, an agreed way of assessing
whether some quality, such as maintainability or
robustness, is present in the product.

Chapter 24 Quality management 11

Process and product quality

 The quality of a developed product is influenced by the

quality of the production process.
 This is important in software development as some
product quality attributes are hard to assess.
 However, there is a very complex and poorly understood
relationship between software processes and product
quality.
 The application of individual skills and experience is particularly
important in software development;
 External factors such as the novelty of an application or the need
for an accelerated development schedule may impair product
quality.
Chapter 24 Quality management 12
Process-based quality

Chapter 24 Quality management 13

Software standards

 Standards define the required attributes of a product or

process. They play an important role in quality
management.
 Standards may be international, national, organizational
or project standards.
 Product standards define characteristics that all software
components should exhibit e.g. a common programming
style.
 Process standards define how the software process
should be enacted.

Chapter 24 Quality management 14

Importance of standards

 Encapsulation of best practice- avoids repetition of past

mistakes.
 They are a framework for defining what quality means in
a particular setting i.e. that organization’s view of quality.
 They provide continuity - new staff can understand the
organisation by understanding the standards that are
used.

Chapter 24 Quality management 15

Product and process standards

Product standards Process standards

Design review form Design review conduct
Requirements document Submission of new code for
structure system building
Method header format Version release process
Java programming style Project plan approval process
Project plan format Change control process
Change request form Test recording process

Chapter 24 Quality management 16

Problems with standards

 They may not be seen as relevant and up-to-date by

software engineers.
 They often involve too much bureaucratic form filling.
 If they are unsupported by software tools, tedious form
filling work is often involved to maintain the
documentation associated with the standards.

Chapter 24 Quality management 17

Standards development

 Involve practitioners in development. Engineers should

understand the rationale underlying a standard.
 Review standards and their usage regularly.
Standards can quickly become outdated and this
reduces their credibility amongst practitioners.
 Detailed standards should have specialized tool
support. Excessive clerical work is the most
significant complaint against standards.
 Web-based forms are not good enough.

Chapter 24 Quality management 18

ISO 9001 standards framework

 An international set of standards that can be used as a

basis for developing quality management systems.
 ISO 9001, the most general of these standards, applies
to organizations that design, develop and maintain
products, including software.
 The ISO 9001 standard is a framework for developing
software standards.
 It sets out general quality principles, describes quality
processes in general and lays out the organizational standards
and procedures that should be defined. These should be
documented in an organizational quality manual.

Chapter 24 Quality management 19

ISO 9001 core processes

Chapter 24 Quality management 20

ISO 9001 and quality management

Chapter 24 Quality management 21

ISO 9001 certification

 Quality standards and procedures should be

documented in an organisational quality manual.
 An external body may certify that an organisation’s
quality manual conforms to ISO 9000 standards.
 Some customers require suppliers to be ISO 9000
certified although the need for flexibility here is
increasingly recognised.

Chapter 24 Quality management 22

Key points

 Software quality management is concerned with ensuring that

software has a low number of defects and that it reaches the
required standards of maintainability, reliability, portability and
so on.
 SQM includes defining standards for processes and products
and establishing processes to check that these standards
have been followed.
 Software standards are important for quality assurance as
they represent an identification of ‘best practice’.
 Quality management procedures may be documented in an
organizational quality manual, based on the generic model for
a quality manual suggested in the ISO 9001 standard.
Chapter 24 Quality management 23
Chapter 24 - Quality Management

Lecture 2

Chapter 24 Quality management 24

Reviews and inspections

 A group examines part or all of a process or system and

its documentation to find potential problems.
 Software or documents may be 'signed off' at a
review which signifies that progress to the next
development stage has been approved by
management.
 There are different types of review with different
objectives
 Inspections for defect removal (product);
 Reviews for progress assessment (product and process);
 Quality reviews (product and standards).

Chapter 24 Quality management 25

Quality reviews

 A group of people carefully examine part or all

of a software system and its associated
documentation.
 Code, designs, specifications, test plans,
standards, etc. can all be reviewed.
 Software or documents may be 'signed off' at a
review which signifies that progress to the next
development stage has been approved by
management.

Chapter 24 Quality management 26

The software review process

Chapter 24 Quality management 27

Reviews and agile methods

 The review process in agile software development is

usually informal.
 In Scrum, for example, there is a review meeting after each
iteration of the software has been completed (a sprint review),
where quality issues and problems may be discussed.
 In extreme programming, pair programming ensures that
code is constantly being examined and reviewed by
another team member.
 XP relies on individuals taking the initiative to improve
and refactor code. Agile approaches are not usually
standards-driven, so issues of standards compliance are
not usually considered.
Chapter 24 Quality management 28
Program inspections

Chapter 24 Quality management 29

Inspection checklists

Chapter 24 Quality management 30

An inspection checklist (a)

Fault class Inspection check

Data faults  Are all program variables initialized before their values are used?
 Have all constants been named?
 Should the upper bound of arrays be equal to the size of the
array or Size -1?
 If character strings are used, is a delimiter explicitly assigned?
 Is there any possibility of buffer overflow?
Control faults  For each conditional statement, is the condition correct?
 Is each loop certain to terminate?
 Are compound statements correctly bracketed?
 In case statements, are all possible cases accounted for?
 If a break is required after each case in case statements, has it
been included?
Input/output faults  Are all input variables used?
 Are all output variables assigned a value before they are output?
 Can unexpected inputs cause corruption?

Chapter 24 Quality management 31

 An inspection checklist (b)

Fault class Inspection check

Interface faults  Do all function and method calls have the correct number
of parameters?
 Do formal and actual parameter types match?
 Are the parameters in the right order?
 If components access shared memory, do they have the
same model of the shared memory structure?
Storage management  If a linked structure is modified, have all links been
faults correctly reassigned?
 If dynamic storage is used, has space been allocated
correctly?
 Is space explicitly deallocated after it is no longer
required?
Exception management  Have all possible error conditions been taken into
faults account?

Chapter 24 Quality management 32

Agile methods and inspections

Chapter 24 Quality management 33

Software measurement and metrics

 Software measurement is concerned with deriving a

numeric value for an attribute of a software product or
process.
 This allows for objective comparisons between
techniques and processes.
 Although some companies have introduced
measurement programmes, most organisations still don’t
make systematic use of software measurement.
 There are few established standards in this area.

Chapter 24 Quality management 34

Software metric

 Any type of measurement which relates to a software

system, process or related documentation
 Lines of code in a program, the Fog index, number of person-
days required to develop a component.
 Allow the software and the software process to
be quantified.
 May be used to predict product attributes or to control
the software process.
 Product metrics can be used for general predictions or to
identify anomalous components.

Chapter 24 Quality management 35

Predictor and control measurements

Chapter 24 Quality management 36

Use of measurements

 To assign a value to system quality attributes

 By measuring the characteristics of system components, such
as their cyclomatic complexity, and then aggregating these
measurements, you can assess system quality attributes, such
as maintainability.
 To identify the system components whose quality is sub-
standard
 Measurements can identify individual components with
characteristics that deviate from the norm. For example, you can
measure components to discover those with the highest
complexity. These are most likely to contain bugs because the
complexity makes them harder to understand.

Chapter 24 Quality management 37

Metrics assumptions

 A software property can be measured.

 The relationship exists between what we can
measure and what we want to know. We can only
measure internal attributes but are often more interested
in external software attributes.
 This relationship has been formalised and
validated.
 It may be difficult to relate what can be measured to
desirable external quality attributes.

Chapter 24 Quality management 38

Relationships between internal and external
software

Chapter 24 Quality management 39

Problems with measurement in industry

 It is impossible to quantify the return on investment of

introducing an organizational metrics program.
 There are no standards for software metrics or standardized
processes for measurement and analysis.
 In many companies, software processes are not standardized
and are poorly defined and controlled.
 Most work on software measurement has focused on code-
based metrics and plan-driven development processes.
However, more and more software is now developed by
configuring ERP systems or COTS.
 Introducing measurement adds additional overhead to
processes.
Chapter 24 Quality management 40
Product metrics

 A quality metric should be a predictor of product quality.

 Classes of product metric
 Dynamic metrics which are collected by measurements made of
a program in execution;
 Static metrics which are collected by measurements made of the
system representations;
 Dynamic metrics help assess efficiency and reliability
 Static metrics help assess complexity, understandability and
maintainability.

Chapter 24 Quality management 41

Dynamic and static metrics

 Dynamic metrics are closely related to software quality

attributes
 It is relatively easy to measure the response time of a system
(performance attribute) or the number of failures (reliability
attribute).
 Static metrics have an indirect relationship with quality
attributes
 You need to try and derive a relationship between these metrics
and properties such as complexity, understandability and
maintainability.

Chapter 24 Quality management 42

Static software product metrics

Software metric Description

Fan-in/Fan-out Fan-in is a measure of the number of functions or
methods that call another function or method (say X). Fan-
out is the number of functions that are called by function
X. A high value for fan-in means that X is tightly coupled to
the rest of the design and changes to X will have
extensive knock-on effects. A high value for fan-out
suggests that the overall complexity of X may be high
because of the complexity of the control logic needed to
coordinate the called components.
Length of code This is a measure of the size of a program. Generally, the
larger the size of the code of a component, the more
complex and error-prone that component is likely to be.
Length of code has been shown to be one of the most
reliable metrics for predicting error-proneness in
components.

Chapter 24 Quality management 43

Static software product metrics

Software metric Description

Cyclomatic complexity This is a measure of the control complexity of a program.
This control complexity may be related to program
understandability. I discuss cyclomatic complexity in
Chapter 8.
Length of identifiers This is a measure of the average length of identifiers
(names for variables, classes, methods, etc.) in a
program. The longer the identifiers, the more likely they
are to be meaningful and hence the more
understandable the program.
Depth of conditional This is a measure of the depth of nesting of if-statements
nesting in a program. Deeply nested if-statements are hard to
understand and potentially error-prone.
Fog index This is a measure of the average length of words and
sentences in documents. The higher the value of a
document’s Fog index, the more difficult the document is
to understand.

Chapter 24 Quality management 44

 The CK object-oriented metrics suite

Object-oriented Description
metric
Weighted methods This is the number of methods in each class, weighted by the complexity of
per class (WMC) each method. Therefore, a simple method may have a complexity of 1, and a
large and complex method a much higher value. The larger the value for this
metric, the more complex the object class. Complex objects are more likely to
be difficult to understand. They may not be logically cohesive, so cannot be
reused effectively as superclasses in an inheritance tree.
Depth of This represents the number of discrete levels in the inheritance tree where
inheritance tree subclasses inherit attributes and operations (methods) from superclasses. The
(DIT) deeper the inheritance tree, the more complex the design. Many object classes
may have to be understood to understand the object classes at the leaves of the
tree.
Number of children This is a measure of the number of immediate subclasses in a class. It
(NOC) measures the breadth of a class hierarchy, whereas DIT measures its depth. A
high value for NOC may indicate greater reuse. It may mean that more effort
should be made in validating base classes because of the number of
subclasses that depend on them.

Chapter 24 Quality management 45

The CK object-oriented metrics suite

Object-oriented Description
metric
Coupling between Classes are coupled when methods in one class use methods or instance
object classes variables defined in a different class. CBO is a measure of how much coupling
(CBO) exists. A high value for CBO means that classes are highly dependent, and
therefore it is more likely that changing one class will affect other classes in the
program.
Response for a RFC is a measure of the number of methods that could potentially be executed
class (RFC) in response to a message received by an object of that class. Again, RFC is
related to complexity. The higher the value for RFC, the more complex a class
and hence the more likely it is that it will include errors.
Lack of cohesion in LCOM is calculated by considering pairs of methods in a class. LCOM is the
methods (LCOM) difference between the number of method pairs without shared attributes and
the number of method pairs with shared attributes. The value of this metric has
been widely debated and it exists in several variations. It is not clear if it really
adds any additional, useful information over and above that provided by other
metrics.

Chapter 24 Quality management 46

Software component analysis

 System component can be analyzed separately using a

range of metrics.
 The values of these metrics may then compared for
different components and, perhaps, with historical
measurement data collected on previous projects.
 Anomalous measurements, which deviate significantly
from the norm, may imply that there are problems with
the quality of these components.

Chapter 24 Quality management 47

The process of product measurement

Chapter 24 Quality management 48

Measurement surprises

 Reducing the number of faults in a program leads to an

increased number of help desk calls
 The program is now thought of as more reliable and so has a
wider more diverse market. The percentage of users who call
the help desk may have decreased but the total may increase;
 A more reliable system is used in a different way from a system
where users work around the faults. This leads to more help
desk calls.

Chapter 24 Quality management 49

Key points

 Reviews of the software process deliverables involve a

team of people who check that quality standards are
being followed.
 In a program inspection or peer review, a small team
systematically checks the code. They read the code in
detail and look for possible errors and omissions
 Software measurement can be used to gather data
about software and software processes.
 Product quality metrics are particularly useful for
highlighting anomalous components that may have
quality problems.
Chapter 24 Quality management 50