100 QA Manual V1.0

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Quality Assurance Manual
York Software Solutions
Software Engineering Project
Department of Electronics
University of York
Authored by Louis Cowell & Sam Merryweather
Additional contributions made by:
Cameron Ellwood
Iyra Singh Gaura Bhandal
Ed Brooks
George Harris
Haruna Higa
Document Change Log
Change made by
Date
Notes
Sam Merryweather (SM)
28/01/19
Document Created
Louis Cowell (LC)
30/01/19
Added headings for overall structure
LC
01/02/19
Began process of collating documents into single QA Manual
document
LC
02/02/19
Added Project Management Methodology & Software
Development Methodology
SM
03/02/19
General Formatting
Added Title Page, Change Log, Contents Page
Added Software Manager and Source Controller QA Metrics
Added Document Approval
Added Software Test Report Template
Added Disciplinary Procedure & Log Template
Wrote Introductory paragraph
Added Contents
SM and LC
04/02/19
Final Editing and Formatting
Added UML Class Diagram
1
Document Approval
Name: Quality Assurance Manual
Document Serial Code: 100
Reviewer(s)
Signature
Date
Louis Cowell
Project Manager
LOUIS COWELL
04/02/19
Sam Merryweather
Quality Assurance
Manager
SAM MERRYWEATHER
04/02/19
2
1 - Introduction 4
1.1 - Company Overview and Vision Statement 4
1.2 – Personnel 5
1.3 - Organisational Structure 5
2 - Role Descriptions 7
2.1 - Project Manager 7
2.1.1 - Role Overview 7
2.1.2 - Risk Management 8
2.1.3 - Quality Assurance Metrics 8
2.2 - Quality Assurance Manager 9
2.2.1 - Role Overview 9
2.2.2 - Risk Management 10
2.2.3 - Quality Assurance Metrics 10
2.3 - Finance Manager 11
2.3.1 - Role Description 11
2.3.2 - Risk Management 11
2.3.3 - Quality Assurance Metrics 11
2.4 - XML/Server Developer 12
2.4.1 - Role Description 12
2.4.2 - Risk Management 12
2.4.3 - Quality Assurance Metrics 12
2.5 - Marketing Manager 12
2.5.1 - Role Overview 12
2.5.2 - Risk Management 13
2.5.3 - Quality Assurance Metrics 13
2.6 - Brand Manager 13
2.6.1 - Role Overview 13
2.6.2 - Risk Management 14
2.6.3 - Quality Assurance Metrics 14
2.7 - Communications Director 15
2.7.1 - Role Overview 15
2.7.2 - Risk Management 15
2.7.3 - Quality Assurance Metrics 16
2.8 - Testing Developer 17
2.8.1 - Role Overview 17
3
2.8.2 - Risk Management 17
2.8.3 - Quality Assurance Metrics 17
2.9 - GUI Manager 18
2.9.1 - Role Overview 18
2.9.2 - Risk Management 18
2.9.3 - Quality Assurance Metrics 18
2.10 - Marketing Assistant 19
2.10.1 - Role Overview 19
2.10.2 - Risk Management 19
2.10.3 - Quality Assurance Metrics 20
2.11 - Software Manager 20
2.11.1 - Role Overview 20
2.11.2 - Risk Management 21
2.11.3 - Quality Assurance Metrics 21
2.12 - Source Controller 21
2.12.1 - Role Overview 21
2.12.2 - Risk Management 22
2.12.3 - Quality Assurance Metrics 22
2.13 - Lead Developer 23
2.13.1 - Role Overview 23
2.13.2 - Risk Management 24
2.13.3 - Quality Assurance Metrics 24
2.14 - Integration Manager 24
2.14.1 - Role Overview 24
2.14.2 - Risk Management 25
2.14.3 - Quality Assurance Metrics 25
3 - Project Management Methodology 26
3.1 - Agile Overview 26
3.2 - Agile Life-Cycle 27
3.2.1 – Specification Phase 27
3.2.2 – Planning Phase 28
3.2.3 – Design Phase 28
3.2.4 – Implementation Phase 28
3.2.5 – Testing Phase 28
4 - Development Methodology 29
4
4.1 - Design Methodology 29
4.2 - Implementation Methodology 29
4.3 - Testing Methodology 29
5 - Deliverables 30
6 - Appendices 32
6.1 - Project Management Documentation 32
6.1.1 - Meeting Documentation Template 32
6.1.2 - Example Project GANTT Chart 33
6.2 - Disciplinary Procedure & Log 33
6.3 - Professional Conduct & Ethics Policy 34
6.4 - Company Documentation 37
6.4.1 – UML Use Case Diagram 37
6.4.2 – UML Class Diagram 37
6.4.3 – Software Test Report Template 38
1 - Introduction
This document outlines how York Software Solutions’ Quality Assurance process will operate during
product development. Included in this document are outlines of York Software Solutions’ vision,
members and hierarchical structure, comprehensive descriptions of each member’s role within the
company, as well as an overview of project management for all project phases and the relevant
deliverables that must be submitted during the project lifecycle. Finally, there is an Appendix of
document templates that will be used in York Software Solutions.
1.1 - Company Overview and Vision Statement
York Software Solutions is a software development start-up, founded in York, North Yorkshire in 2019.
Our 7-person team consists broadly of a Development team, a Marketing team and a Project
Management team as well as specialist roles such as Finance. Our company specialises in accessibility
software, and we are passionate believers that technology is fundamentally a force for good in modern
society and should wherever achievable be utilised to that end. Our first product, urSign
, is to be an
educational translation application for American Sign Language (ASL).
Our vision is as follows:
1. To uphold at all times the highest possible standards of software development, customer service
and professional conduct.
2. To produce software that aids, educates and inspires the users of our products, and to maximise
the potential of our software through comprehensive market research and user feedback;
listening to our users, and building software that delivers the best possible experience for them -
what is good for our users is good for our clients.
3. To gain a significant foothold in the accessibility software market over the coming years, and to
eventually become genuine competitors at the very top in Europe and around the globe.
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1.2 – Personnel
Below is a list of all York Software Solutions employees and their roles within the organisational structure.
Note that each member holds two roles so as to maximise the involvement of each team member and
foster a culture of collaboration between departments within the company.
Louis Cowell - Project Manager & Communications Director
Sam Merryweather - Quality Assurance Manager & Testing Developer
Haruna Higa - Finance Manager & XML/Server Developer
Iyra Singh Gaura Bhandal - Software Manager & Source Controller
Cameron Ellwood - Lead Developer & Integration Manager
Ed Brooks - GUI Manager & Marketing Assistant
George Harris - Marketing Manager & Brand Integration Manager
1.3 - Organisational Structure
York Software Solutions operates with a reasonably flat hierarchical structure, fostering a culture of
collaboration and allowing for maximum interaction between individuals and teams. Only when the
situation absolutely necessitates it does any one member have jurisdiction over another.
The diagram below outlines the overall structure of the company. Each team member is represented on
the diagram as being connected to others based on the amount of communication prescribed between
them due to their role. The diagram above roughly illustrates the company’s hierarchy; however, as
above, it should be noted that due to the its small size, the company operates more with a mesh-like
structure than a top-down hierarchy, with constant communication between every individual and
department beyond the connections shown on the diagram. All members will also hold an equal voice in
discussions of company matters and product direction.
It should also be noted that while several different roles are formalised within the company hierarchy, in
practice several of these roles may be held by the same person – see 1.2 – Personnel and 2 – Role
Descriptions for a comprehensive list of personnel and descriptions of each role respectively.
6
The company is divided up into several main teams, each with a different purpose outlined below:
●Project Management - Concerned with overseeing a project’s overall progression from start until
delivery to the client. Consisting of the Project Manager and Quality Assurance Manager, Project
Management must maintain good communication with all other teams to ensure every aspect of
the project remains on course.
●Software Development - Carries out the majority of the development for the project maintaining
consistent communication with management to ensure each software module is on track as laid
out in the project progression plan.
●Marketing and Branding - Focuses on ensuring the product fits into the company’s desired spot
in the market of the product currently in development. Some members of the team, especially
the GUI Manager, will be working closely with Software Development to make sure a strong
brand comes across in all software written.
Other company members who don’t fall into specific teams include:
●Testing Developer - Must frequently communicate with both Software Development, especially
the Lead Development and Integration Manager, and the QA Manager to ensure product
modules are completed to an appropriate standard.
●Communications Director - Focuses on liaising between the Client and Management to ensure
the product is being developed to the correct specification. They may also communicate with the
Marketing and Brand Integration Manager to make sure they know how the client wishes the
product to look and fit into the target market.
●Finance Manager - Ensures the project is always within budget by liaising with the Project
Manager and Client via the Communications Director.
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2 - Role Descriptions
The role of the Project Manager is to act as the overarching organisational lead on the project – planning,
scheduling and delegating work as it comes. The overall goal of the Project Manager is to ensure a
smooth, timely and high-quality delivery of the product while meeting client specifications and budget
requirements. The Project Manager seeks to ensure clear channels of communication between
themselves and the constituent members of the team as well as communication between team members
as without communication the project can quickly derail. Furthermore, the Project Manager is a point of
contact between any one member of the team with any other and has the general responsibility of
dealing with any problems arising with the project or with individual members.
2.1 - Project Manager
2.1.1 - Role Overview
The specific responsibilities of the Project Manager are as follows:
●Company Strategy:
o Formalise company vision statement and ensure it is always upheld
o Work with the Finance and Marketing managers to provide accurate and realistic
costings and marketability models which are in the interests of both the company and
the clients
o Conduct contractual negotiations with staff and clients
o Formally approve budget & marketing strategy
o Keep abreast of industry trends and adjust company strategy accordingly
●Team Organisation: As above, the Project Manager is responsible for ensuring that the
interaction between teams runs smoothly to achieve the project objectives. The Project Manager
therefore must:
o Arrange and minute team meetings, decide agenda and agree actions. Clarify actions
with each team member and ensure that previously set goals have been met
o Ensure that each member of the team understands the objectives and has a clear idea of
what they need to be doing at any given stage in the project life cycle.
o Delegate tasks to the relevant team member or department and regularly check in on
progress
o Use weekly meetings with the team to gauge each member’s progress and workload – if
necessary, re-delegate work to lighten the workload of an overloaded team member
o Conduct disciplinary matters should any team member not produce the expected output
– though first check if there is a valid reason why this may not be the case. Again,
potentially re-delegate work as necessary
●Project Planning: Agree upon and hence provide a realistic project life cycle and timeline that is
satisfactory to both the client and the team members, ensuring a quality product, timely delivery
and a pleasant, studious work environment in which team members are obligated to pull their
weight without becoming over-stressed and thus producing a lower-quality output. This includes:
o Using GANTT charts and other workflow analysis tools to provide a clear and actionable
project plan from initial design through dynamic client adjustment to completion and
subsequent delivery
o Ensuring regular and consistent re-evaluation of the product against client requirements
o Scheduling core employee hours including both group work and meetings
8
o Setting deadlines for internal deliverables before
external delivery to the client to ensure
sufficient time for quality control
●Document Control: Work with the Quality Assurance Manager to ensure documents including
reports, meeting minutes and memos are stored and documented appropriately, with change
logs implemented as standard. Additionally, all documents produced independently of the
Quality Assurance Manager and the Project Manager must be checked by each before being
signed off into official company documentation
2.1.2 - Risk Management
Risk
Client requirements are too vague
Client requirements are unrealistic
Product is not on track to meet requirements
A group member isn’t pulling their weight in
terms of work output, attendance or
communication
Failing group dynamics – group members do not
get on or communicate effectively
Document control quality begins to slip
9
2.1.3 - Quality Assurance Metrics
Metric
Product is of high quality
Product is delivered on time
Product is delivered under budget
Company employees are happy
Company vision statement is upheld
2.2 - Quality Assurance Manager
2.2.1 - Role Overview
The Quality Assurance (QA) Manager’s role is to ensure the company’s output is of an appropriate level,
meeting the specification approved by the customer. They are responsible for overseeing the
development of the product as a whole, being mindful of the customer’s requirements and product
specification at all times. QA Management also involves streamlining development by identifying
problems in software as early as possible, whilst also establishing suitable solutions by collaborating with
the Lead Developer and Software Manager.
The QA Manager must maintain good communication with both the Lead Developer and Software
Manager to ensure the product progresses at the rate agreed upon by the company. They must also
regularly update the Project Manager, who should be made aware of all appropriate information on the
progression of the product. Much of this communication will be carried out during the company’s weekly
group meetings, but meetings with team members with more specific agendas may also occur.
The specific responsibilities of the QA Manager are as follows:
●Specification: Assess whether software meets the specification agreed upon with the customer
oDetermine what can be done to bring the product back on track to the specification the
customer expects
oCommunicate with the Communications Director to ensure the customer is informed of
project progression
oIn collaboration with the Project Manager, determine deadlines for different sections of
the product
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●Planning:
oEstablish a QA plan that outlines a set of standards and QA Metrics that can be used to
assess the standard of a product
oEnsure project progression is being appropriately monitored and that the appropriate
documentation is completed in a timely manner
oIn collaboration with the Project Manager, determine deadlines for different aspects of
the product
oEnsure project deadlines are met in sufficient time without sacrificing product quality or
functionality
●Testing:
oEnsure tests are completed and documented to the company’s standard
oEnsure the Lead Developer is made aware of the results of tests and any actions that
may need to be made as a result of the testing process.
oHelp the Software Development team to identify problems in the software and aid in
providing realistic solutions
●Document Control: Along with the Project Manager, manage and maintain the documentation of
the project. This includes changelogs, review documents, marketing & finance material, meeting
minutes etc.
2.2.2 - Risk Management
Risk
Mitigation
Work is not completed
to an appropriate level
Hold a meeting with the appropriate group member(s) and ascertain as to
why the quality of their work has slipped. Workload redistribution may be
required to lift the load on struggling group members.
Software produced does
not meet the customer
specification
Hold a group meeting with the Project Manager, Lead Developer, Software
Manager and Communications Director and any other relevant group
members working on the part of the program that is not meeting the
specification and reassess how the group is working to make sure the
specification is met.
Documentation is not
completed to the
company’s standard
Meet with those responsible for filling in the missing documents and find
out why it was not completed, focusing on making sure they are able to
complete it in the future
2.2.3 - Quality Assurance Metrics
Metric
Measurement
Work is completed to the standard
outlined by the QA plan
Work meets the specification outlined in the QA Plan
All documents completed by team
members conform to the company
standard
All documentation is checked by both the QA Manager and
Project Manager to confirm it conforms to the company’s
standards.
Program meets the specification
agreed upon with the customer
Development is carried out with customer specification and
appropriate deliverables in mind at all times
Program is delivered in a timely
manner
Program is delivered to the customer at the agreed
specification before the deadline
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2.3 - Finance Manager
2.3.1 - Role Description
The role of the Finance Manager is to oversee the finances of the entire organization. They are
responsible for the financial health of the organization, and in order to do this must keep in mind the
long-term financial goals of the organization, take responsibility for any risk, planning, and cash
management. Communicating with the Project Manager, they must plan and hold discussions on
managing the business and workers’ activities.
The specific responsibilities of the Finance Manager are as follows:
●Finance Management: Communicate with and manage relations with bank and with the
Management team to plan financial matters, ensuring that bankruptcy is avoided and that profits
are maximised
●Financial Review: Identify when a review of the project finances is necessary, and conduct said
financial review(s)
●Financial Records: Maintain appropriate records for all payments and invoices, including wages
and incidental costs
●Regulations: Adhere to all financial rules, laws, and regulations
2.3.2 - Risk Management
Risk
Mitigation
Bankruptcy
Weekly cash flow is managed and forecast is used to plan
accordingly. Regular maintenance and reports should be made,
and a review called for if deemed necessary.
Unforeseen costs
Prudence is practiced, and a weekly cash flow forecast is used to
minimise the impact of such costs.
Financial Business Plan is rejected
Plan and consider costs with attention to detail. If needed,
consult with Financial Advisor regarding any questions.
Required deliverables incomplete
or not submitted on time.
Internal deadlines are set and adhered to.
2.3.3 - Quality Assurance Metrics
Metric
Measurement
Company is in good financial
health
Payments are made on time and the balance of the account is never
negative.
12
Good relations with the bank
and any associated companies
are maintained
All payments are made in a timely manner, documented, and
communication between parties is clear.
2.4 - XML/Server Developer
2.4.1 - Role Description
Responsible for the design and implementation of the server structure and XML files containing the data.
All content must be stored and transported as an XML file, which should be readable by the software to
deliver the content as intended. The XML/Server Manager should work closely with the Software
Manager and Lead Developer to ensure the functionality of the server meets the requirements of the
software, and that the XML files are written clearly and optimally for the software.
The specific responsibilities of the XML/Server Manager include:
●Working Server and Data Storage: As per the Agile development methodology, ensure that the
server is always functional at the end of every server iteration, and that the XML data is
readable.
●Data Management: Ensure all data is stored properly in an XML file, and that XML files are
written in a manner consistent with the rest.
●Testing: Communicate and work closely with the Software Manager and Testing Developer to
develop suitable testing methods of the server.
●Records: Maintain all relevant documentation and previous versions. These should be clear and
understandable for any member of the team to have an accurate understanding of the XML data
and server functionality.
2.4.2 - Risk Management
Risk
Mitigation
Deadlines for server development
are not met
Review reason for delay, and consult with the lead developer to
adapt strategy.
Server does not meet needs or is
inefficient
Follow the project timeline and functional specifications. Make
use of testing to optimize server speed and capacity
Failure of data storage and
retrieval
Manage the server to ensure all data is provided correctly.
2.4.3 - Quality Assurance Metrics
Metric
Measurement
Data is read successfully from
the XML files
Communication and cooperation with the Lead Developer to ensure
compatibility of the server and software
Data can be successfully stored
and retrieved from the server
The required tests are passed, with no errors or failures.
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2.5 - Marketing Manager
2.5.1 - Role Overview
The Marketing Manager is responsible for both the day-to-day marketing operations within the company
as well as developing, maintaining and implementing a long-term strategy, in line with the company
objectives. They will also monitor and measure the results of marketing campaigns, reporting the
effectiveness to the Project Manager. Data collated should be analysed to inform future marketing
strategy development and publication of future marketing materials. The budget for marketing should
also be properly allocated to campaigns, with the Financial Director affirming fund distribution.
The specific responsibilities of the Marketing Manager are as follows:
●Production and Deployment of Marketing Material: Working with the marketing team to
produce materials consistent with the chosen marketing strategy and the brand, then publicising
these materials in an effective way.
●Marketing Analysis: Once a marketing campaign is underway, it’s success will need to be
properly quantified, measured and analysed in order to inform future campaigns. The overall
strategy may need to be re-evaluated upon analysis of marketing data, if the current strategy is
deemed to be ineffective, or simply not the most effective.
●Marketing Budget: Working closely with the Finance Manager, the Marketing Manager should
manage funds related to marketing campaigns, allocating funds for marketing materials, brand
integrations, social media campaigns and other expenses.
2.5.2 - Risk Management
Risk
Mitigation
Marketing is ineffective
Prompt and thorough analysis of marketing campaign data as
well as current and future market trend data should allow for
marketing effectiveness to be continuously evaluated, with
strategies being altered if needed.
Budget not properly allocated –
Marketing runs over budget or too
much of budget is allocated to
Marketing
Maintain a strong line of communication with the Financial
Director to ensure funds are well managed.
Target audience is unclear after
research
Proper understanding of the product, the current market and
competitive products should inform the profile for the audience
of products made by the company.
2.5.3 - Quality Assurance Metrics
Metric
Measurement
Marketing outreach has been
successful
For a marketing campaign, the percentage of the target market
reached is high
Large proportion of target
market reached
There is a large number of positive product user reviews from users
in the target demographic
Target market correctly
identified
The profile of potential clients is known, specific and informs
marketing strategy
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2.6 - Brand Manager
2.6.1 - Role Overview
The purpose of the Brand Manager is to ensure that all products and services marketed under the brand
are recognisable, cohesive and resonate positively with the current and potential client base. They must
develop, implement and execute marketing strategies for the brand in order to spread and maintain a
unique and positive image. If the Brand Manager has done their job right, the public will be able to
quickly and easily recognise the brand and associate it with quality and professionalism. They will work
closely with the GUI manager to produce intuitive interfaces which are unmistakably consistent with the
brand.
The specific responsibilities of the Brand Manager are as follows:
●Brand Recognition: Working alongside UI/UX designers and Marketing team to ensure
consistency in branding through common colour schemes, logos and other elements. Users
should easily and automatically associate all products under the brand.
●Market Growth: Monitoring market trends, competitive products and meeting with clients to
inform marketing strategy development, implementing new and revised techniques when
necessary. Strategies chosen/developed should be based on the current and future market, to
the furthest extent the future market can be accurately predicted.
●Product Consistency: While a product is developed in stages by a team of many different people,
the Brand Manager should work to make sure each part of the product ‘feels’ to the end user
that it belongs amongst the others. That is, sections should flow into each other without the user
ever knowing that part A and part B were developed by different people, they should just ‘feel’
that A and B belong together.
●
2.6.2 - Risk Management
Risk
Mitigation
Products ‘feel’ separate or
disjointed and are not cohesive
in style
Maintain strong communicative relationships with UI/UX team
members, ensuring they work together to use a common design
scheme and smooth transitions
Product is confused with
competitive products
Thorough research into competitive products will inform design
choices, making decisions which are conducive to the product’s
market while remaining unique
Brand underperforms on the
market
Meet regularly with the Marketing team to pool research and
promptly analyse data to develop innovative strategies to market
the brand
2.6.3 - Quality Assurance Metrics
Metric
Measurement
15
Products are easily recognised
and associated
When shown a group of products, clients easily and quickly
distinguish our brand from others
Potential user base sees regular
growth
Regular re-evaluation of the current and potential client base yields
larger and more diverse groups
2.7 - Communications Director
2.7.1 - Role Overview
The Communications Director is tasked with maintaining the image of the company. Their main
responsibility is conducting client and user-facing communication on a day-to-day basis, acting as a key
point of contact with the client in order to ensure important matters such as costings, company vision,
marketability and so forth are communicated with clarity and purpose. While the Communications
Director role is formalised as a separate entity to the Project Manager within the company’s hierarchical
structure, the two roles are nevertheless currently held by the same person.
The specific responsibilities of the Communications Director are as follows:
●Marketing Strategy: Work closely with the Marketing Manager to ensure the marketing strategy
communicates clearly the core company vision and the key benefits of the product. This may
include paid advertising and social media strategy.
●Accessibility: Given that the business is focussed around accessibility, the Communications
Director must ensure that matters of product accessibility are handled sensitively and accurately,
with market research focussed around maximising accessibility and involving the disabled users
that the products are designed to help at every stage of the design process.
●Client Coordination:
o Perform detailed analyses of client requirements and convert them to actionable
objectives
o Effectively communicate objectives to the team
o Report progress to the client and use feedback to ensure that product development is
always in line with client requirements
o Act as a key point of contact with client to discuss important matters
2.7.2 - Risk Management
Risk
Mitigation
Marketing material is unclear
Hold regular meetings with the Marketing
Manager to formulate consistent marketing
strategy.
Company image is in some way tarnished
Write clear company communications & ethics
policy which all team members must strictly
adhere to. Ensure legal, ethical business and
financial practices are followed at all times. In the
event of company falling into disrepute, conduct
damage limitation via social media and media
outlets.
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2.7.3 - Quality Assurance Metrics
Metric
Communications with client go smoothly
Potential user base sees benefit of product
Marketing material clearly communicates vision
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2.8 - Testing Developer
2.8.1 - Role Overview
The Testing Developer’s main responsibility is to establish the test plan used to carry out complete testing
on sections of a product, under the supervision of the QA (Quality Assurance) Manager. This will consist
mainly of a set of automatic test scripts that will test the functionality, stability, and usability of a section
of code. These tests verify that sections of the program meet the specification produced by the customer
and are collectively referred to as the test plan. Each test will outline how the software should react,
what should be seen, and any potential issues that could be raised.
The Testing Developer is also responsible for producing detailed reports of each test carried out that
cover the exact circumstances under which the test was completed as well as any changes that need to
be made. These reports will then be fed back to the QA Manager and Lead Developer to assess how the
results impact the product and any actions that need to be taken.
The specific responsibilities of the Testing Developer are as follows:
●Planning: Under the supervision of the QA Manager, establish a test plan and ensure it is well
understood by all developers
●Testing:
oFollowing the test plan, write and carry out extensive tests on code segments using
automatic testing methods
oDuring testing, complete and formalise the appropriate documentation outlining the
results of the test
oInform the QA Manager of the results of all tests completed and any actions that need to
be completed
2.8.2 - Risk Management
Risk
Program modules fail a test
Program module is not ready for testing
2.8.3 - Quality Assurance Metrics
Metric
Measurement
Program Modules function as expected at an
appropriate standard
Test reports are completed to the standard
outlined in the QA Plan, and the QA Manager is
made aware of any issues that may have
occurred during the testing process
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2.9 - GUI Manager
2.9.1 - Role Overview
The GUI Manager is responsible for the design and implementation of the Graphical User Interface (GUI).
This concerns the layout and implementation of buttons, menus and windows, and considers the user
interaction with these interface elements.
Since this part of the program concerns direct interaction between the user and the software, market
research should be used to determine the preferred user experience of the typical user. Therefore, the
GUI Manager must liaise with members of the team concerned with market research so that they have a
clear view going into the design of what needs to be accomplished. More market research should also be
undertaken to find out on what operating system the initial release of the program should be designed
for as subsequent versions for support on other operating systems may require additional GUI
development.
The GUI Manager should also be in close contact with the Software Manager, as all the GUI research
conducted by the Marketing department will need to be developed and implemented, and members of
the Development branch may be needed for consultation or as another pair of hands for coding,
particularly if development is behind schedule.
As well as implementing the interactive components for the purposes of user interaction (main menus,
user profile screens, content pages, buttons etc.), another big aspect of GUI development is designing a
visually appealing program, giving a more professional feel, improving the user experience of the
application and ultimately selling more copies, increasing profit and allowing further potential
development.
Being a management role, this also entails directing team members developing this part of the program
as well as reporting to the Project Manager with regular updates and updating any files to the shared file
space. As such it is the responsibility of the person with this role to make sure the development of the
GUI is kept on the schedule defined by the Project Manager.
2.9.2 - Risk Management
Risk
Program isn’t fully interactive
UI layout is inefficient
Visuals aren’t aesthetically pleasing
2.9.3 - Quality Assurance Metrics
Metric
Measurement
GUI is delivered on time
Follow project timeline closely, reporting any
unexpected delays to the rest of the team
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GUI has a high degree of usability
Ensure that every GUI design decision is informed
by relevant market research
GUI is consistent across all views and platforms
Consult regularly with the Brand Integration
Manager to ensure that the GUI design is in-line
with the company branding policy and that every
element is ‘on-brand’
2.10 - Marketing Assistant
2.10.1 - Role Overview
The purpose of this role is to assist the Marketing Manager in researching competing products to find the
best way to design our program, as well as defining a target user base to market to. In order to maximise
sales, the program must be well received by users and reviewers alike, which is achieved by creating an
application that is carefully designed to meet the needs of the particular user demographic, as well as
offering a competitive product compared to others available on the market.
The specific responsibilities of the Marketing Assistant are as follows:
●Business Model: Research which business models are industry standard for functionally similar
applications and work with the Finance Manager and Marketing Manager to determine how the
company should approach the monetisation of the product
●Target Demographic: Research the target demographic, finding out the target audience’s
preferences from the beginning to allow for a user-centric design which should improve the user
experience and thus give higher customer satisfaction and result in more sales than if no
audience research was conducted.
●GUI Design: Conduct research to inform the program design with respect to colours, text styles
and user interface, so that the product will appeal to the primary audience demographic. For
example, if it were aimed primarily as a teaching tool for school children, the design might
include bolder text, bright colours etc. to help engage the user more. If the app were to be
designed more with the elderly in mind, then perhaps a high-contrast display would be beneficial
for those with poor eyesight.
●Future Works: After the initial release, conduct continuing market research to inform the design
of future product releases in terms of extra functionality and changes that might be made in
future versions. Keeping the market research and client interaction active even after product
launch will help ensure that the application sells well and keeps
selling well.
2.10.2 - Risk Management
Risk
Mitigation
Unclear target audience
Proper understanding of the product, the current
market and competitive products should inform the
profile for the audience of products made by the
company.
20
Incorrect business plan
Look at multiple competitors to see what business
plan has had most success.
Research yields range of different results
See if results can be matched to a certain audience
demographic which the team can then decide on.
2.10.3 - Quality Assurance Metrics
Metric
Marketing outreach has been successful
Large proportion of target market reached
Target market correctly identified
2.11 - Software Manager
2.11.1 - Role Overview
The role of the Software Manager is to ensure the fast delivery of high-quality software according to the
functional specification of the product, and guide the software development in a managerial capacity,
including testing and UI/UX. This includes ensuring that the correct resources are procured and put to use
in a way which is compliant with the usage restrictions of the product.
The specific responsibilities of the Software Manager are as follows:
●Functional Specification: Define a consistent, comprehensive functional description of the
software and provide a reasonable release date for each version.
●User Stories: Define which stories make it into the current feature and ensuring there is always
someone available to work on them.
●Planning & Review: Ensuring the completeness of the backlog in the development process and
its review every iteration.
●Dependency Management: Identify the dependencies between activities at a high level and
ensure a possible sequential completion is followed through in order to prevent dependency
loops.
●Implementation:
oPlan the implementation of the functional specification prior to the beginning of each
development cycle
oDelegate development tasks among Development team
oDecide upon formats and coding standards, ensuring that these are consistent
oDecide upon the choice of programming language(s), hierarchy of the code and the
interactions between objects if applicable via UML diagrams, state transition diagrams
etc.
21
●Quality Assurance: Communicate with the QA Manager to ensure that the design meets the
quality standards of the software and can deliver appropriately to the users (i.e. that it accurately
represents the functional specification and actively achieves the company vision).
2.11.2 - Risk Management
Risk
Lack of well-defined development strategy
Implementation as specified is unrealistic or even
impossible
Incompatibility with legacy hardware or software
2.11.3 - Quality Assurance Metrics
Metric
Measurement
Amount of extra software work
that needs completion
Count the items in the backlog, the items remaining on the current
iteration, and the number of errors and bugs in the current code
(reported by the Lead Developer).
Software completeness
Run through the tests for each module to make sure they cover
every method, and ensure that everyone’s software role on the
current iteration has been undertaken. Notify Integration Manager
of any set-backs.
2.12 - Source Controller
2.12.1 - Role Overview
The Source Controller’s main responsibility is coordinating the use of the Source Code Management
(SCM) system at the company. This requires a good understanding of how to use the source control
software and furthermore what to do if it goes wrong by accident, and how to recover from such a
situation. They should have a strong line of communication with the Software Manager and the Lead
Developer, as the Software Manager has the final say on what code in particular makes it into the
finished product, and all code must pass through the source control system.
22
The specific responsibilities of the Source Controller are as follows:
●Source Control:
oChoosing an appropriate source control system
oEnsuring that all employees have adequate access, particularly within the Development
team
oReviewing every ‘breaking change’ before committing, using the source control
software’s diff
function
●Security: Ensuring that the codebase is kept secure and hidden from the public view, but with
read-permissions at a minimum to anyone inside the company.
●Working Software: Ensure that the master branch is always clean and working, never with code
that does not work at all, in line with the Agile development methodology. Any code that does
not compile should be in a development branch or at the very least commented out.
●Team Coordination: Making sure that everyone with write access follows source control best
practices (commit often, good commit messages)
●Dependency Management: Ensuring that external dependencies are managed (if applicable) and
that a clone of the code base results in a full working copy of the software.
2.12.2 - Risk Management
Risk
There is a conflict between the file versions two
members of the team are working on
Change log is not up to date with the last
modified file
2.12.3 - Quality Assurance Metrics
Metric
Progress towards completion of code
23
Code complexity
2.13 - Lead Developer
2.13.1 - Role Overview
The Lead Developer is responsible for coordinating the development of software modules and ensuring
that all developers follow the software quality standards outlined by the QA and Software Manager. They
need a clear understanding of the development processes of each software module in order to achieve
the desired software specification. Furthermore, they should be in constant communication with the
Software Manager to ensure that the products specifications are being met, as well as all other
developers to aid with development and check module timelines are being met.
The specific responsibilities of the Lead Developer are as follows:
●Software Specification: Have a clear understanding of the software specification, software
quality standards, development processes and development timelines outlined by the Software
Manager and communicated these to the Development team
●Delegation: Assign the development of software modules to different Development team
members based on their relative experience and strengths
●Consistency:
oEnsure all developers have a clear understanding of their tasks, the chosen software
quality standards and development processes to be used
oSet an example for the Development team by producing high quality software following
the design specifications and quality standards
oMonitor the development of other the software modules ensuring consistency between
each module and that each team is working efficiently towards their respective
deadlines
24
2.13.2 - Risk Management
Risk
Mitigation
Code inconsistencies between software
modules
Have clear programming standards including software
format, variable naming style, commenting procedure etc.
and provide both written and diagrammatic (UML)
references for how the modules will interact with each
other.
Code or module failure
Meet with Development team regularly to discuss any
failures and their importance in the program to assign
timeline for solving them. Ensure that a change log for each
software modules is well maintained and can be passed
along to Testing and Integration teams to aid with test
cases
Software module development behind
schedule
Consider how far behind schedule the module is and assign
additional manpower also considering the development of
other modules
2.13.3 - Quality Assurance Metrics
Metric
Measurement
Software modules are error-free
Record and report the number of compilation errors
encountered and if completed module has been tested and
is error free. Include all updates in the change log
Module development is completed and
refactored on time
Record creation and completion dates and times for each
module. Work closely with the Software Manager to
ensure module development doesn’t overrun
2.14 - Integration Manager
2.14.1 - Role Overview
The responsibility of the Integration Manager is to manage the integration of multiple software modules
and the procedures associated with this phase of development. He/she should hold regular meetings
with the Software team and the Testing Developer to make plan for integrating and testing each software
module, following the Software Manager development timeline closely. Records should be created for
each module stating the testing procedure taken on the module, which other modules it interacts with
and how it’s planned to be integrated into the overall program. These records should be reviewed and
monitored by the Integration Manager to ensure that integration timeline is being met, and then
delivered to the Software and Group Managers for further review.
25
The specific responsibilities of the Integration Manager are:
●Integration Management:
oDesign, plan and oversee the integration stage of the software development
oWork closely with the Testing Manager to ensure the process is handled correctly
oMonitor the progress of the integration stage and ensure works are on schedule
●Records: Collate all testing and integration records from the Development team for review and
completion of deadlines
●Reporting: Communicate the reviewed records and results of the integration stage as a report to
the Software and Group managers
2.14.2 - Risk Management
Risk
Integration deadline not met for specified module
Errors when integrating one or more modules
Records and module change logs not up-to-date
2.14.3 - Quality Assurance Metrics
Metric
Integration deadlines met
Number of modules integrated successfully
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3 - Project Management Methodology
3.1 - Agile Overview
The following is a comprehensive description of the project management methodologies employed by
York Software Solutions to ensure fast delivery of reliable, high-quality software. York Software Solutions
uses Scrum, a lightweight variant of the Agile project management methodology, combined with a
Test-Driven Development (TDD) paradigm to produce simple, robust software by developers who value
customer collaboration. The Manifesto for Agile Software Development, authored by seventeen
prominent software developers, is as follows :
1
“We are uncovering better ways of developing software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions
over processes and tools
Working software
over comprehensive documentation
Customer collaboration
over contract negotiation
Responding to change
over following a plan
That is, while there is value in the items on the right, we value the items on the left more.”
The Agile manifesto is centred around twelve core software development principles :
2
1. Customer satisfaction by early and continuous delivery of valuable software.
2. Welcome changing requirements, even in late development.
3. Deliver working software frequently (weeks rather than months)
4. Close, daily cooperation between business people and developers
5. Projects are built around motivated individuals, who should be trusted
6. Face-to-face conversation is the best form of communication (co-location)
7. Working software is the primary measure of progress
8. Sustainable development, able to maintain a constant pace
9. Continuous attention to technical excellence and good design
10. Simplicity—the art of maximizing the amount of work not done—is essential
11. Best architectures, requirements, and designs emerge from self-organizing teams
12. Regularly, the team reflects on how to become more effective, and adjusts accordingly
The Scrum methodology of Agile Software Development is characterised by the Development team
holding regular meetings to review progress of a series of development phases. Scrum is lightweight,
meaning that the management overhead is kept to a minimum in order to allow for maximal
development and testing time. Within the Scrum framework are a series of single iterations, called
Sprints. Sprints are short, defined by a set period of time which often referred to as a ‘timebox’. Each
timebox is typically 1-4 weeks and at the end of each Sprint, working software is demonstrated to the
1 Kent Beck; James Grenning; Robert C. Martin; Mike Beedle; Jim Highsmith; Steve Mellor; Arie van Bennekum;
Andrew Hunt; Ken Schwaber; Alistair Cockburn; Ron Jeffries; Jeff Sutherland; Ward Cunningham; Jon Kern;
Dave Thomas; Martin Fowler; Brian Marick (2001). "Manifesto for Agile Software Development". Agile Alliance.
Retrieved 14 June 2010.
2 Kent Beck; James Grenning; Robert C. Martin; Mike Beedle; Jim Highsmith; Steve Mellor; Arie van Bennekum;
Andrew Hunt; Ken Schwaber; Alistair Cockburn; Ron Jeffries; Jeff Sutherland; Ward Cunningham; Jon Kern;
Dave Thomas; Martin Fowler; Brian Marick (2001). "Principles behind the Agile Manifesto". Agile Alliance.
Archived from the original on 14 June 2010. Retrieved 2nd February 2019.
27
client. This management paradigm places emphasis on working software over slavish devotion to
documentation and is intended to maximise the value of team working hours to the client.
Over the course of a Sprint, one or more user stories
are typically completed. A user story is a short
functional description of some software feature from the perspective of the user. For example, “The user
should be able to change the preferences in their user account” is a user story as it describes in as simple
terms as possible a single functional requirement of the user. If a user story is too complex, it may take
more than a single Sprint to complete – therefore wherever possible it is best to break complex stories up
into smaller, more manageable stories in terms of development time.
User stories may have requirements that go beyond the current understanding of the Development team
and require further investigation before they can be completed. This is the function of a spike.
A spike is a
functional investigation used to inform the completion of a user story. For example, the Development
team may investigate the amount of work it would take to implement video recording capability within
an application using the peripheral webcam and microphone of the host device.
In the TDD cycle, traditional programming paradigms are eschewed in favour of writing tests before code,
with the intention of then writing code to pass the test. This ensures that the functional specification of
the product is at the absolute forefront of the development process as all code is written with the
express purpose of fulfilling a functional requirement.
3.2 - Agile Life-Cycle
Our approach to the Agile life-cycle can be expressed in the following diagram:
3.2.1 – Specification Phase
During this phase, an initial consultation is conducted with the client in order to ascertain their specific
requirements in terms of project management metrics such as budget and delivery schedule. This is
informed by the functional requirements and specification of the product, following a group discussion
about what is realistically achievable in the given time frame with the specified budget. Once a
specification, budget and schedule has been agreed with the client, the Planning Phase begins.
28
3.2.2 – Planning Phase
The Planning Phase is where a company consultation takes place in order to devise an internal schedule,
broadly delegate design work and come up with a bespoke development strategy for the specific product
outlined by the client. The Planning Phase necessitates no functional design or actual software
development beyond basic descriptions of each software module within the overall product design. Note
from the above diagram that once the Planning Phase is complete, the iterative development cycle begins
in earnest with the Design Phase.
3.2.3 – Design Phase
The Design Phase is the starting point in our development lifecycle, whereby the product is designed in
full or redesigned in part to meet client specifications and/or evaluation, depending on whether this
stage has been reached via initial specification or client evaluation following delivery. The Software
Manager, with assistance from the rest of the Development team, devises an implementation of the
functional requirements from the top down, and thus produces a functional specification alongside a test
plan written by the QA Manager and Testing Developer. Similarly, the Marketing team comes up with a
Marketing, Social Media & Branding strategy, alongside a comprehensive program of market research,
and the Finance Manager begins monitoring of the financial aspects of the project.
Throughout this process, the Management team and Communications Director maintain constant lines of
communication with the Client to ensure the project stays on track with the Client’s requirements and
expectations. This is also true of the Implementation Phase.
3.2.4 – Implementation Phase
This phase is made up of a series of development iterations, or sprints, each of which lasts around a
week. Although in terms of timescale this phase is perhaps the longest, this division of the phase into a
series of increments, with constant delivery and re-evaluation of the software, makes it more like a
development lifecycle in its own right. This constant, regular delivery of working software is central to the
Scrum variant of the Agile methodology, which in turn makes it central to that of our own. Each team
member is expected to contribute to the software development during either this phase or the Testing
Phase, alongside their additional duties.
3.2.5 – Testing Phase
The Testing Phase concerns the various tests undertaken by the Development team, with assistance from
others within the company, to ensure a quality delivery of software to the Client. The testing procedure is
overseen by the Software Manager, Lead Developer and Testing Developer - however as with the
Implementation Phase it is expected that other members of the company assist with the implementation
of the test procedure. Upon completion of the Testing Phase, the finished product is delivered to the
Client for evaluation. Note that this evaluation is separate from the software deliveries at the end of each
sprint cycle; this evaluation is of the product as a whole, alongside the relevant accompanying marketing
and financial material.
If the outcome of the Client evaluation is that of approval, the product is deployed according to a
Deployment Plan drawn up by the company. In the case of Client requirements not being met, and thus
the product is not approved, the process begins again at the Design Phase, although the product will in all
likelihood not be redesigned from scratch but rather aspects of it will be changed to better fit the
requirements of the client.
29
4 - Development Methodology
The Functional Specification document is produced based upon requirements given by the client
concerning the function of the product upon deployment. The Quality Assurance (QA) Manager, in
conjunction with the Software Manager, will go through the Client’s requirements via the
Communications Director in order to extract the desired functionality and identify the constraints given
by the potentially less technical description from the Client. If more clarification is needed, the Client may
be asked to provide a more specific functional description. Sometimes requirements may be
contradictory or inconsistent, by which point several possible interpretations should be found, and
further enquiries should be made of the Client. Since the contract has not yet been agreed by this point,
there may be several iterations of the Client requirements, with the Client being consulted on the exact
definition throughout the process. After the document is finally agreed on by the Client, the Project
Manager meets with the departmental managers of the company, delegating the fulfilment of the more
precise specification to each department.
4.1 - Design Methodology
The design is implemented by the Software team, and as such that department will be the primary group
tasked with the architecture design. The design of the product is informed by the Functional Specification
document, which is a list of specific features to be implemented. The process of creating this document is
the design process; specifically, the Specification ought to match the software being used in the project.
The company utilises the Java programming language, which allows easier cross-platform support, a
great boon for reducing the amount of work required to create multiple functional specifications - if the
functions are roughly the same on all platforms, less work needs to be done to differentiate them. The
Functional Specification does not delve into the specifics of implementation (such as the naming or
hierarchy of modules in a Java project), it only provides a list of features which can be ticked off as they
are completed.
4.2 - Implementation Methodology
Using the Functional Specification, the product is implemented by the Software team alongside the GUI
Manager and Brand Integration specialist within the company, whom advise on the look and feel of the
product, at least in the stages in which there is a graphical interface to show. Any changes or additions or
features at this point must integrated into the Functional Specification. Using the Agile development
process, the backlog takes the form of a list of features that are incomplete or partially complete, and
every iteration this backlog is reviewed first and given priority over new features. The rate of
implementing new features may fall behind if the backlog accrues too many items. The implementation
uses the Git
Source Control Management (SCM) system to track the status of files and folders, keep a
history in case the software must be reverted to a previous state and provide a log of who authored each
piece of code, when and for what reason. As such, it can be easy to quantify individual contributions, and
transfer the project between different working computers. The GitHub platform provides a way to keep a
secondary copy of the Functional Specification - through tick-boxes in a ‘to-do list’ style.
4.3 - Testing Methodology
Once a module is deemed functional by the Lead Developer will forward it into the testing phase of
development. It will be tested using automated test scripts written by the Testing Developer in
conjunction with the QA Manager. These scripts should self-document the results of the test into the
console. Once the test has been completed in full, the Testing Developer should fill in one of the
company’s official software test reports which will then be passed to the QA Manager. They will then
assess whether or not the module passes the test. If the module passes, the next sprint can begin and
work can be be started on the design of the next module. If not, the module will go back into the design
phase for redevelopment.
30
5 - Deliverables
Deliverable
Producer
Recipient
Due
Quality Assurance Plan
QA Manager
All company members
When company formed
Project Progression
Plan (Including GANTT
Chart)
Project Manager
All company members
Upon Project start
Functional Specification
Lead Developer
All company members
Upon Project start
UML Diagrams
Lead Developer
All company members
Upon Project start
Module Development
Logs
Lead Developer
Project Manager, QA
Manager, Software
Manager
Throughout
Development
Software
Implementation Plan
Integration Manager
Project Manager, QA
Manager, Software
Manager
Upon Project start
Software Integration
Records
Integration Manager
QA Manager, Software
Manager and Lead
Developer
Throughout
Development
Software Testing Plan
QA Manager, Testing
Developer
Testing Developer,
Lead Developer,
Upon Project start
Software Test Reports
Testing Developer
QA Manager, Lead
Developer
During development
when sections of the
program are ready for
testing
Meeting Logs (including
attendance, agenda,
minutes, and actions)
Project Manager/Chair
of meeting between
group members
All company members
At the end of every
meeting
Financial Business Plan
Finance Manager
Tony Ward
February 8
Week 5 Friday
Financial Report I, II, III
Finance Manager
Tony Ward
Through Spring and
Summer terms
Financial Financial
Summary Report
Finance Manager
Tony Ward
Summer Week 6 Friday
Profit and Loss
Statement
Finance Manager
Tony Ward
Summer Week 6 Friday
Weekly Timesheet
All group members
Finance Manager
By the start of weekly
Monday team meetings
Payslip
Finance Manager
All company members
Weekly
31
Marketing Plan
Marketing and Brand
Integration Manager
Project Manager,
Software Manager
Before first iteration
Market Research
Marketing and Brand
Integration Manager,
Marketing Assistant
Project Manager, QA
Manager, Lead
Developer, GUI
Controller
Throughout
Development
Social Media Strategy
Marketing and Brand
Integration Manager
Project Manager, QA
Manager, Lead
Developer, GUI
Controller
Throughout
Development
Product demonstration
All group members
Client
Final project deadline
Completed Product
All group members
Client
Final project deadline
32
6 - Appendices
6.1 - Project Management Documentation
6.1.1 - Meeting Documentation Template
Meeting [NUMBER]
Serial Code
Meeting Date
Attending
Absent
Round The Table Updates:
To be conducted in no particular order.
Team Member
Update
Remarks
Haruna
Financial
Haruna
XML/Server Development
George & Ed
Marketing
George
Brand Integration
Ed
GUI
Louis
Project
Louis
Communications
Sam
QA
Sam
Testing
Iyra & Cameron
Software Design & Development
Agenda:
Item
Added By
Remarks
Actions:
Actions from previous meeting completed?
Y/N
Item
Remarks
Any Other Business:
33
6.1.2 - Example Project GANTT Chart
3
6.2 - Disciplinary Procedure & Log
The company operates on a ‘three strikes’ system, whereby three disciplinary meetings called on the
behalf of an employee can result in automatic dismissal from the company. This will not necessarily
always be the result, and it is not the only route to dismissal; for example, a violation of the Professional
Conduct & Ethics Policy is sometimes grounds for dismissal, if the offence is sufficiently serious.
Occasionally, a disciplinary matter will necessitate a report or memo being drawn up by the Project
Manager, Quality Assurance Manager or relevant departmental manager. The format and wording of
such a report is at the discretion of the author and, as with any report, subject to the company standard
Quality Assurance process. That is to say that it must be signed off by the Quality Assurance Manager and
Project Manager before being logged in the company archive.
Each disciplinary meeting entered into the log will be accompanied by a memo, sent by email to the
employee in question, giving the formal reasoning for the disciplinary action taken and requesting that it
not happen again. A copy of the report, if any, should be attached to the email. Below is a template of
how such a disciplinary memo should be written:
Dear [EMPLOYEE],
York Software Solutions expects at all times that our employees display a basic standard of performance,
that our standards of Professional Conduct & Ethics are respected, and that you exhibit exemplary
behaviour at all times. It is our great regret that on this occasion you have failed to uphold these
standards, and following the disciplinary meeting of [DATE], I must issue you with a disciplinary memo
and warning. The reasons for this warning are as follows [REASON]. Please do not let it happen again.
I attach a copy of the Disciplinary Report.
Yours sincerely,
[MANAGER]
Disciplinary Meeting Log:
Below is a log of all disciplinary meetings - including the date of the meeting, the employee in question,
the reason for the meeting and the action, if any, to be taken.
3 Source: https://en.wikipedia.org/wiki/File:Pert_example_gantt_chart.gif, Reproduced with
full permissions. DOA: 04/02/19
34
Date
Employee
Reason
Action Taken
Signed:
___________ Project Manager
___________ Quality Assurance Manager
___________ Employee
Note that in the case where the Project Manager or Quality Assurance Manager are the subject(s) of a
disciplinary meeting, the relevant signatory shall be replaced by an appropriate departmental manager.
6.3 - Professional Conduct & Ethics Policy
Below is a copy of the Professional Conduct & Ethics Policy that each employee must sign before they are
allowed on the payroll at York Software Solutions. It details York Software Solutions’ broad policies with
regards to professional standards, ethics and the law.
The following outlines the standards of conduct and ethical principles that all company employees are
expected to uphold. York Software Solutions aims to succeed in earning our client’s trust via our
commitment to the highest possible standards of professional integrity and ethics at all times. By
maintaining these core values at the heart of what we do as a company, we can be sure to sustain a
constantly growing reputation with clients and users, and healthy working relationships with our
colleagues.
If you believe a violation of these standards has occurred, it is of paramount importance that you get in
touch with the Quality Assurance Manager, the Project Manager or a trusted colleague as soon as
possible in order to preserve the integrity of the company and to prevent any indication of your own
complicity in said violation. The Company operates a zero-tolerance policy on retaliation against those
who report breaches of professional conduct.
If these professional, ethical and legal standards are not met, the Company will take the appropriate
action to rectify the matter and disciplinary action may be considered. Each employee agrees to:
35
1. Abide personally by the Professional Conduct & Ethics Policy
at all times.
2. Report any and all suspected violations to the Management team.
3. Act immediately to prevent or mitigate breaches professional or ethical standards.
Each key tenet of the Policy is outlined below.
Diversity & Respect:
As an accessibility software development firm, diversity is at the centre of everything we do. York
Software Solutions is committed to creating a safe working environment that works for everyone
regardless of race, gender, sexuality, physical or mental disability, age or religion. Harassment on the
basis of these factors shall be considered a grave violation of the Policy and may result in immediate
dismissal from the Company.
Harassment may include (but is not limited to):
●Verbal remarks (comments, inappropriate jokes etc.)
●Written communications (offensive emails, letters, memos etc.)
●Offensive pictures or videos
●Physical behaviour (pushing, unwelcome touching etc.)
A note on indirect harassment
– one does not necessarily have to be offensive to a person’s face to
harass them. For example, constant remarks or emails concerning a particular person, sent to one or
many other people can in many cases constitute indirect harassment.
Legality:
The law must be followed by our employees at all times; this necessitates full understanding of the laws
relevant to our business in the markets in which we operate. This is particularly important in the context
of our planned expansion into the pan-European and eventually global market. Aside from the personal
legal consequences that may arise from breaking the law, the Company shall consider any knowing
violation of the law during the course of one’s work to also have been a violation of the Policy.
Communications:
York Software Solutions is a modern company, and as such we are aware of the power of
communications technologies as tools for furthering our business goals. Social media in particular can be
an extremely useful aid to stakeholder engagement. It is important to note however that
communications on social media are a permanent record of our online communications, and that in using
social media for business purposes we must maintain the image and reputation of the Company at all
times. Our Policy with regards to social media is as follows:
●Social media strategy is strictly handled by the Marketing Manager. Any concerns or questions
related to the use and/or misuse of social media should be raised with them. Employees must
confirm all social media posts with the Marketing Manager beforehand.
●Employees must not use company social media accounts in a personal capacity.
●Social media accounts must be kept secure at all times. Only the Marketing team may keep
copies of login information and social media accounts must never be left logged in on any
machine.
●Social media posts must uphold the basic standards of integrity and ethics detailed elsewhere in
the Policy.
36
Additionally, other online tools such as Slack, GitHub and email services must be used responsibly at all
times. When using digital communications technologies, employees must adhere to the tenets
concerning Diversity, Legality and Integrity detailed elsewhere in the Policy
Integrity:
Integrity is vital to the continued success of our Company. We rely upon our relationships with users and
clients to provide excellent service at all times and these relationships can be damaged irreparably by
breaches of integrity. Collectively, we must strive at all times to:
●Be honest in our relationships with clients and users – let nothing get in the way of total accuracy
in all of our spoken and written communication.
●Obtain business in a fair and ethical manner – this means complete transparency in how we
obtain work and honesty concerning our capabilities and costs as well as those of our
competitors.
●Handle competition ethically. Competitive advantages must only be obtained through fair means
such as fast delivery of high-quality software at a low cost. Practices including, but not limited to,
bribery, planned obsolescence and reverse-engineering of competitor’s software are henceforth
absolutely prohibited by this Policy.
●Obtain information fairly. Occasionally obtaining a competitive advantage necessitates seeking
information about our clients or competitors. We must ensure that only publicly available
information or otherwise ethically and legally acquired information is used to these ends.
This concludes the Professional Conduct & Ethics Policy
. Each employee must use their best judgement to
apply the tenets found herein to their working lives and promise to uphold the Policy at all times. If a
specific ethical situation is not covered in the Policy, employees must understand that this does not mean
that ethical breaches related to the aforementioned situation are exempt from constituting violation of
the Policy. The Company reserves the right to conduct disciplinary matters regarding any perceived
violation of the core values expressed by the Policy, regardless of whether they appear specifically in the
Policy or not. York Software Solutions’ reputation in the industry are fully reliant on diligent compliance,
and we thank our employees for always meeting their obligations under this Policy.
37
6.4 - Company Documentation
6.4.1 – UML Use Case Diagram
6.4.2 – UML Class Diagram
38
6.4.3 – Software Test Report Template
Software Test Report:
Project Name:
Module Name
Serial Code
Test Name
Tester
Test Description
Test Result
Errors
Warnings
Remarks
Tester Signature:
___________
Date:
___________
Approval:
QA Manager Signature:
___________
Date:
___________
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