False tools such as Jasmine and Webdriver Section 67 can be used to develop

False tools such as jasmine and webdriver section 67

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False: tools such as Jasmine and Webdriver (Section 6.7 ) can be used to develop such tests. 10.7 The Plan-And-Document Perspective In Plan-And-Document processes, project management starts with the project manager. Project managers are the bosses of the projects: They write the contract to win the project from the customer. They recruit the development team from existing employees and new hires. They typically write team members’ performance reviews, which shape salary increases. From a Scrum perspective (Section 10.1 ), they act as Product Owner—the primary customer contact— and they act as ScrumMaster, as they are the interface to upper management and they procure resources for the team. As we saw in Section 7.10 , project managers also estimate costs, make and maintain the schedule, and decide which risks to address and how to overcome or avoid them. As you would expect for Plan-And-Document processes, project managers must document their project management plan. Figure 10.9 gives an outline of Project Management Plans from the
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corresponding IEEE standard. 1. Project overview 5.2 Project work plans 1.1 Project summary 5.2.1 Work activities 1.1.1 Purpose, scope and objectives 5.2.2 Schedule allocation 1.1.2 Assumptions and constraints 5.2.3 Resource allocation 1.1.3 Project deliverables 5.2.4 Budget allocation 1.1.4 Schedule and budget summary 5.2.5 Procurement plan 1.2 Evolution of the plan 6. Project assessment and control 2. References 6.1 Requirements management plan 3. Definitions 6.2 Scope change control plan 4. Project context 6.3 Schedule control plan 4.1 Process model 6.4 Budget control plan 4.2 Process improvement plan 6.5 Quality assurance plan 4.3 Infrastructure plan 6.6 Subcontractor management plan 4.4 Methods, tools and techniques 6.7 Project closeout plan 4.5 Product acceptance plan 7. Product delivery 4.6 Project organization 8. Supporting process plans 4.6.1 External interfaces 8.1 Project supervision and work environment 4.6.2 Internal interfaces 8.2 Decision management 4.6.3 Authorities and responsibilities 8.3 Risk management 5. Project planning 8.4 Configuration management 5.1 Project initiation 8.5 Information management 5.1.1 Estimation plan 8.5.1 Documentation 5.1.2 Staffing plan 8.5.2 Communication and publicity 5.1.3 Resource acquisition plan 8.6 Quality assurance 5.1.4 Project staff training plan 8.7 Measurement 8.8 Reviews and audits 8.9 Verification and validation Figure 10.9: Format of a project management plan from the IEEE 16326-2009 ISO/IEC/IEEE Systems and Software Engineering–Life Cycle Processes–Project Management standard. As a result of all the these responsibilities, project managers receive much of the blame if projects have problems. Quoting a textbook author from his introduction to project management: However, if a post mortem were to be conducted for every [problematic] project, it is very likely that a consistent theme would be encountered: project management was weak.
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  • Spring '19
  • Dr.Marcos

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