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Data is collected at each inspection and is fed into future inspections to improve them. General management doesn t attend the inspection meeting. Technical leaders might.
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What Results Can You Expect from Inspections
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Individual inspections typically catch about 60% of defects, which is higher than other techniques except prototyping and high-volume beta testing. These results have been confirmed numerous times at organizations including Harris BCSD, National Software Quality Experiment, Software Engineering Institute, Hewlett Packard, and so on (Shull. et al 2002). The combination of design and code inspections usually removes 70-85 percent or more of the defects in a product (Jones 1996). Inspections identify error-prone classes early, and Capers Jones reports that they result in 20-30 percent fewer defects per 1000 lines of code than less formal review practices. Designers and coders learn to improve their work through participating in inspections, and inspections increase productivity by about 20 percent (Fagan 1976, Humphrey 1989, Gilb and Graham 1993, Wiegers 2002). On a project that uses inspections for design and code, the inspections will take up about 10-15 percent of project budget, and will typically reduce overall project cost. Inspections can also be used for assessing progress, but it is the technical progress that is assessed. That usually means answering two questions: (1) Is the technical work being done and (2) Is the technical work being done well The answers to both questions are by-products of formal inspections.
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One key characteristic of an inspection is that each person involved has a distinct role to play. Here are the roles:
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The moderator is responsible for keeping the inspection moving at a rate that s fast enough to be productive but slow enough to find the most errors possible. The moderator must be technically competent not necessarily an expert in the particular design or code under inspection, but capable of understanding relevant details. This person manages other aspects of the inspection, such as distributing the design or code to be reviewed and the inspection checklist, setting up a meeting room, reporting inspection results, and following up on the action items assigned at the inspection meeting.
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Author
The person who wrote the design or code plays a relatively minor role in the inspection. Part of the goal of an inspection is to be sure that the design or code speaks for itself. If the design or code under inspection turns out to be unclear, the author will be assigned the job of making it clearer. Otherwise, the author s duties are to explain parts of the design or code that are unclear and, occasionally, to explain why things that seem like errors are actually acceptable. If the project is unfamiliar to the reviewers, the author might present an overview of the project in preparation for the inspection meeting.
Reviewer
A reviewer is anyone who has a direct interest in the design or code but who is not the author. A reviewer of a design might be the programmer who will implement the design. A tester or higher-level architect might also be involved. The role of the reviewers is to find defects. They usually find defects during preparation, and, as the design or code is discussed at the inspection meeting, the group should find considerably more defects.
Scribe
The scribe records errors that are detected and the assignments of action items during the inspection meeting. Sometimes the scribe s role is performed by the moderator and sometimes by another person. Neither the author nor a reviewer should be the scribe.
Management
Not usually a good idea. The point of a software inspection is that it is a purely technical review. Management s presence changes the technical interactions; people feel that they, instead of the review materials, are under evaluation, which changes the focus from technical to political. Management has a right to know the results of an inspection, and an inspection report is prepared to keep management informed. Similarly, under no circumstances should inspection results be used for performance appraisals. Don t kill the goose that lays the golden eggs. Code examined in an inspection is still under development. Evaluation of performance should be based on final products, not on work that isn t finished. Overall, an inspection should have no fewer than three participants. It s not possible to have a separate moderator, author, and reviewer with fewer than three people, and those roles shouldn t be combined. Traditional advice is to limit an inspection to about six people because, with any more, the group becomes too large to manage. Researchers have generally found that having more than two to three reviewers doesn t appear to increase the number of defects found (Bush
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