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21. Collaborative Construction
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and Kelly 1989, Porter and Votta 1997). However, these general findings are not unanimous, and results appear to vary depending on the kind of material being inspected (Wiegers 2002). Pay attention to your experience and adjust your approach accordingly.
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General Procedure for an Inspection
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An inspection consists of several distinct stages:
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The author gives the design or code to the moderator. The moderator decides who will review the material and when and where the inspection meeting will occur, and then distributes the design or code and a checklist that focuses the attention of the inspectors.
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Overview
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When the reviewers aren t familiar with the project they are reviewing, the author can spend up to an hour or so describing the technical environment within which the design or code has been created. Having an overview tends to be a dangerous practice because it can lead to a glossing over of unclear points in the design or code under inspection. The design or code should speak for itself; the overview shouldn t speak for it.
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Preparation
Each reviewer works alone for about 90 minutes to become familiar with the design or code. The reviewers use the checklist to stimulate and direct their examination of the review materials. For a review of application code written in a high-level language, reviewers can prepare at about 500 lines of code per hour. For a review of system code written in a high-level language, reviewers can prepare at only about 125 lines of code per hour (Humphrey 1989). The most effective rate of review varies a great deal, so keep records of preparation rates in your organization to determine the rate that s most effective in your environment.
For a list of checklists you can 0 use to improve code quality, 1 see page 000.
9 CROSS-REFERENCE
Perspectives
Some organizations have found that inspections are more effective when each reviewer is assigned a specific perspective. A reviewer might be asked to inspect the design or code from the point of view of the maintenance programmer, the customer, or the designer, for example. Research on perspective-based reviews has not been comprehensive, but it suggests that perspective-based reviews might uncover more errors than general reviews.
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Scenarios
An additional variation in inspection preparation is to assign each reviewer one or more scenarios to check. Scenarios can involve specific questions that a reviewer is assigned to answer, such as Are there any requirements that are not satisfied by this design A scenario might also involve a specific task that a reviewer is assigned to perform, such as listing the specific requirements that a particular design element satisfies.
Inspection Meeting
The moderator chooses someone usually someone other than the author to paraphrase the design or read the code (Wiegers 2003). All logic is explained, including each branch of each logical structure. During this presentation, the scribe records errors as they are detected, but discussion of an error stops as soon as it s recognized as an error. The scribe notes the type and the severity of the error, and the inspection moves on. The rate at which the design or the code is considered should be neither too slow nor too fast. If it s too slow, attention can lag and the meeting won t be productive. If it s too fast, the group can overlook errors it would otherwise catch. Optimal inspection rates vary from environment to environment, as preparation rates do. Keep records so that over time you can determine the optimal rate for your environment. Other organizations have found that for system code, an inspection rate of 90 lines of code per hour is optimal. For applications code, the inspection rate can be as rapid as 500 lines of code per hour (Humphrey 1989). An average of about 150-200 non-blank, non-comment source statements per hour is a good place to start (Wiegers 2002). Don t discuss solutions during the meeting. The group should stay focused on identifying defects. Some inspection groups don t even allow discussion about whether a defect is really a defect. They assume that if someone is confused enough to think it s a defect, the design, code, or documentation needs to be clarified. The meeting generally should not last more than two hours. This doesn t mean that you have to fake a fire alarm to get everyone out at the two-hour mark, but experience at IBM and other companies has been that reviewers can t concentrate for much more than about two hours at a time. For the same reason, it s unwise to schedule more than one inspection on the same day.
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