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206 PART TWO MANAGING SOFTWARE PROJECTS

that the software under review meets its requirements; (3) to ensure that the software
? When we has been represented according to predefined standards; (4) to achieve software that
conduct FTRs,
what are our is developed in a uniform manner; and (5) to make projects more manageable. In addi-
objectives? tion, the FTR serves as a training ground, enabling junior engineers to observe differ-
ent approaches to software analysis, design, and implementation. The FTR also serves
to promote backup and continuity because a number of people become familiar with
parts of the software that they may not have otherwise seen.
The FTR is actually a class of reviews that includes walkthroughs, inspections,
round-robin reviews and other small group technical assessments of software. Each
FTR is conducted as a meeting and will be successful only if it is properly planned,
controlled, and attended. In the sections that follow, guidelines similar to those for a
walkthrough [FRE90], [GIL93] are presented as a representative formal technical review.

8.5.1 The Review Meeting
Regardless of the FTR format that is chosen, every review meeting should abide by
“A meeting is too the following constraints:
often an event
where minutes are • Between three and five people (typically) should be involved in the review.
taken and hours are • Advance preparation should occur but should require no more than two
wasted.”
hours of work for each person.
author unknown
• The duration of the review meeting should be less than two hours.
Given these constraints, it should be obvious that an FTR focuses on a specific (and
small) part of the overall software. For example, rather than attempting to review an
entire design, walkthroughs are conducted for each component or small group of
components. By narrowing focus, the FTR has a higher likelihood of uncovering errors.
The focus of the FTR is on a work product (e.g., a portion of a requirements spec-
ification, a detailed component design, a source code listing for a component). The
individual who has developed the work product—the producer—informs the project
The FTR focuses on a
relatively small portion leader that the work product is complete and that a review is required. The project
of a work product. leader contacts a review leader, who evaluates the product for readiness, generates
copies of product materials, and distributes them to two or three reviewers for advance
preparation. Each reviewer is expected to spend between one and two hours review-
ing the product, making notes, and otherwise becoming familiar with the work. Con-
currently, the review leader also reviews the product and establishes an agenda for
the review meeting, which is typically scheduled for the next day.
The review meeting is attended by the review leader, all reviewers, and the pro-
WebRef ducer. One of the reviewers takes on the role of the recorder; that is, the individual
who records (in writing) all important issues raised during the review. The FTR begins
The NASA SATC Formal
Inspection Guidebook can with an introduction of the agenda and a brief introduction by the producer. The pro-
be downloaded from ducer then proceeds to "walk through" the work product, explaining the material,
satc.gsfc.nasa.gov/
fi/fipage.html while reviewers raise issues based on their advance preparation. When valid prob-
lems or errors are discovered, the recorder notes each.