Evaluating Project Decisions - Case Studies in Software Eng. by C. Hoover, et al.

By C. Hoover, et al.

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In this example, an engineer came to the head of an engineering data-processing organization with a request. He wanted the latest and best-performing computer. The manager asked him why he needed the machine. At the time, the cost of this machine was at least seven times that of the standard machine being used within the organization. The engineer said that his processing system was too slow and was therefore causing him to fall behind in his analysis of data. He thought that the advanced machine would be five times faster than his current processor.

Why? Verification or validation criteria What is the degree of certainty that the specified requirements are clear, compatible, complete, consistent, and correct? What is the basis for this certainty? What is the degree of certainty that the specified requirements completely or partially satisfy the user’s business needs and expectations? What is the basis for this certainty? Continues From the Library of Lee Bogdanoff 30 Chapter 2 Managing Requirements Table 2–4: Decisions to Make When Verifying and Validating Requirements (Continued) Decision Area Issues or risks Example Decisions What, if any, are the unknowns, uncertainties, or other risks associated with the specified requirements?

The input to the second bridge decision included the new knowledge about earthquake movement as well as the experience of many California bridges collapsing during the 1991 earthquake. As shown in its application to the California bridge problem, the decision model reflects a “semiclosed” system. There is a feedback loop from the outcome of the first solution into the knowledge and experience inputs for the revised solution. Some inputs are open ended in that they may be influenced but not determined by the outputs.

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