The Timeboxing Process Model for Iterative Software Development
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Writing and Reviewing Use-Case Descriptions
Bittner/Spence_06.fm Page 145 Tuesday, July 30, 2002 12:04 PM PART II WRITING AND REVIEWING USE-CASE DESCRIPTIONS Part I, Getting Started with Use-Case Modeling, introduced the basic con- cepts of use-case modeling, including defining the basic concepts and understanding how to use these concepts to define the vision, find actors and use cases, and to define the basic concepts the system will use. If we go no further, we have an overview of what the system will do, an under- standing of the stakeholders of the system, and an understanding of the ways the system provides value to those stakeholders. What we do not have, if we stop at this point, is an understanding of exactly what the system does. In short, we lack the details needed to actually develop and test the system. Some people, having only come this far, wonder what use-case model- ing is all about and question its value. If one only comes this far with use- case modeling, we are forced to agree; the real value of use-case modeling comes from the descriptions of the interactions of the actors and the system, and from the descriptions of what the system does in response to the actions of the actors. Surprisingly, and disappointingly, many teams stop after developing little more than simple outlines for their use cases and consider themselves done. These same teams encounter problems because their use cases are vague and lack detail, so they blame the use-case approach for having let them down. The failing in these cases is not with the approach, but with its application. -
The Guide to Succeeding with Use Cases
USE-CASE 2.0 The Guide to Succeeding with Use Cases Ivar Jacobson Ian Spence Kurt Bittner December 2011 USE-CASE 2.0 The Definitive Guide About this Guide 3 How to read this Guide 3 What is Use-Case 2.0? 4 First Principles 5 Principle 1: Keep it simple by telling stories 5 Principle 2: Understand the big picture 5 Principle 3: Focus on value 7 Principle 4: Build the system in slices 8 Principle 5: Deliver the system in increments 10 Principle 6: Adapt to meet the team’s needs 11 Use-Case 2.0 Content 13 Things to Work With 13 Work Products 18 Things to do 23 Using Use-Case 2.0 30 Use-Case 2.0: Applicable for all types of system 30 Use-Case 2.0: Handling all types of requirement 31 Use-Case 2.0: Applicable for all development approaches 31 Use-Case 2.0: Scaling to meet your needs – scaling in, scaling out and scaling up 39 Conclusion 40 Appendix 1: Work Products 41 Supporting Information 42 Test Case 44 Use-Case Model 46 Use-Case Narrative 47 Use-Case Realization 49 Glossary of Terms 51 Acknowledgements 52 General 52 People 52 Bibliography 53 About the Authors 54 USE-CASE 2.0 The Definitive Guide Page 2 © 2005-2011 IvAr JacobSon InternationAl SA. All rights reserved. About this Guide This guide describes how to apply use cases in an agile and scalable fashion. It builds on the current state of the art to present an evolution of the use-case technique that we call Use-Case 2.0. -
Challenges and Opportunities for the Medical Device Industry Meeting the New IEC 62304 Standard 2 Challenges and Opportunities for the Medical Device Industry
IBM Software Thought Leadership White Paper Life Sciences Challenges and opportunities for the medical device industry Meeting the new IEC 62304 standard 2 Challenges and opportunities for the medical device industry Contents With IEC 62304, the world has changed—country by country— for medical device manufacturers. This doesn’t mean, however, 2 Executive summary that complying with IEC 62304 must slow down your medical 2 Changes in the medical device field device software development. By applying best practices guid- ance and process automation, companies have a new opportunity 3 What is so hard about software? to improve on their fundamental business goals, while getting through regulatory approvals faster, lowering costs and deliver- 4 Disciplined agile delivery: Flexibility with more structure ing safer devices. 4 Meeting the specification: A look at some of the details This paper will explore what IEC 62304 compliance means for manufacturers in some detail, and also describe the larger con- text of systems and software engineering best practices at work 6 Process steps for IEC 62304 compliance in many of today’s most successful companies. 7 Performing the gap analysis Changes in the medical device field 8 Choosing software tools for IEC 62304 The IEC 62304 standard points to the more powerful role that software plays in the medical device industry. Once hardware 11 Conclusion was king. Older systems used software, of course, but it was not the main focus, and there wasn’t much of a user interface. Executive summary Software was primarily used for algorithmic work. Not to overly The recent IEC 62304 standard for medical device software is generalize, but the focus of management was on building causing companies worldwide to step back and examine their hardware that worked correctly; software was just a necessary software development processes with considerable scrutiny. -
Agile Software Development and Im- Plementation of Scrumban
Joachim Grotenfelt Agile Software Development and Im- plementation of Scrumban Metropolia University of Applied Sciences Bachelor of Engineering Mobile Solutions Bachelor’s Thesis 30 May 2021 Abstrakt Författare Joachim Grotenfelt Titel Agile software utveckling och Implementation av Scrumban Antal Sidor 31 sidor Datum 30.05.2021 Grad Igenjör YH Utbildningsprogram Mobile Solutions Huvudämne Informations- och kommunikationsteknologi Instruktörer Mikael Lindblad, Projektledare Peter Hjort, Lektor Målet med avhandlingen var att studera agila metoder, hur de används i mjukvaruföretag och hur de påverkar arbetet i ett programvaruutvecklingsteam. Ett annat mål med avhandlingen var att studera bakgrunden till den agila metoden, hur den togs i bruk och hur den påverkar kundnöjdhet. I denna avhandling förklaras några existerande agila metoder, verktygen för hur agila metoder används, samt hur de påverkar programvaruutvecklingsteamet. Avhandlingen fokuserar sig på två agila metoder, Scrum och Kanban, eftersom de ofta används i olika företag. Ett av syftena med denna avhandling var att skapa förståelse för hur Scrumban metoden tas i bruk. Detta projekt granskar fördelarna med att ha ett mjukvaruutvecklingsteam som arbetar med agila processer. Projektet lyckades bra och en arbetsmiljö som använder agila metoder skapades. Fördelen blev att utvecklarteamet kunde göra förändringar när sådana behövdes. Nyckelord Agile, Scrum, Kanban, Scrumban Abstract Joachim Grotenfelt Author Basics of Agile Software Development and Implementation of Title Scrumban Number of Pages 31 pages Date 30.05.2021 Degree Bachelor of Engineering Degree Program Mobile Solutions Professional Major Information- and Communications Technology Instructors Mikael Lindblad, Project Manager Peter Hjort, Senior Lecturer The goal of the thesis is to study the Agile methods and how they affect the work of a soft- ware development team. -
Best Practice of SOA
JOURNAL OF COMPUTING, VOLUME 2, ISSUE 2, FEBRUARY 2010, ISSN: 2151-9617 38 HTTPS://SITES.GOOGLE.COM/SITE/JOURNALOFCOMPUTING/ Improvement in RUP Project Management via Service Monitoring: Best Practice of SOA Sheikh Muhammad Saqib1, Shakeel Ahmad1, Shahid Hussain 2, Bashir Ahmad 1 and Arjamand Bano3 1Institute of Computing and Information Technology Gomal University, D.I.Khan, Pakistan 2 Namal University, Mianwali , Pakistan 3 Mathematics Department Gomal University, D.I.Khan, Pakistan Abstract-- Management of project planning, monitoring, scheduling, estimation and risk management are critical issues faced by a project manager during development life cycle of software. In RUP, project management is considered as core discipline whose activities are carried in all phases during development of software products. On other side service monitoring is considered as best practice of SOA which leads to availability, auditing, debugging and tracing process. In this paper, authors define a strategy to incorporate the service monitoring of SOA into RUP to improve the artifacts of project management activities. Moreover, the authors define the rules to implement the features of service monitoring, which help the project manager to carry on activities in well define manner. Proposed frame work is implemented on RB (Resuming Bank) application and obtained improved results on PM (Project Management) work. Index Terms—RUP, SOA, Service Monitoring, Availability, auditing, tracing, Project Management NTRODUCTION 1. I 2. RATIONAL UNIFIED PROCESS (RUP) Software projects which are developed through RUP RUP is a software engineering process model, which provides process model are solution oriented and object a disciplined approach to assigning tasks and responsibilities oriented. It provides a disciplined approach to within a development environment. -
Agile Playbook V2.1—What’S New?
AGILE P L AY B O OK TABLE OF CONTENTS INTRODUCTION ..........................................................................................................4 Who should use this playbook? ................................................................................6 How should you use this playbook? .........................................................................6 Agile Playbook v2.1—What’s new? ...........................................................................6 How and where can you contribute to this playbook?.............................................7 MEET YOUR GUIDES ...................................................................................................8 AN AGILE DELIVERY MODEL ....................................................................................10 GETTING STARTED.....................................................................................................12 THE PLAYS ...................................................................................................................14 Delivery ......................................................................................................................15 Play: Start with Scrum ...........................................................................................15 Play: Seeing success but need more fexibility? Move on to Scrumban ............17 Play: If you are ready to kick of the training wheels, try Kanban .......................18 Value ......................................................................................................................19 -
Basics of Project Planning
BASICS OF PROJECT PLANNING © Zilicus Solutions 2012 Contents The Basics of Project Planning ............................................................................................................. 3 Introduction ..................................................................................................................................... 3 What is Project Planning? ................................................................................................................ 3 Why do we need project planning? ................................................................................................. 3 Elements of project plan .................................................................................................................. 4 1. Project Scope Planning ...................................................................................................... 4 Triangular Constraints (TQR) ............................................................................................................ 5 2. Delivery Schedule Planning ............................................................................................... 5 3. Project Resources Planning ................................................................................................ 6 4. Project Cost Planning ......................................................................................................... 8 5. Project Quality Planning .................................................................................................... 9 -
Extreme Programming Considered Harmful for Reliable Software Development
AVOCA GmbH Extreme Programming Considered Harmful for Reliable Software Development Status: Approved Author(s): Gerold Keefer Version: 1.0 Last change: 06.02.02 21:17 Project phase: Implementation Document file name: ExtremeProgramming.doc Approval Authority: Gerold Keefer Distribution: Public Security Classification: None Number of pages: 1 Extreme Programming Considered Harmful for Reliable Software Development AVOCA GmbH 1 MOTIVATION ................................................................................................................................... 3 2BIAS................................................................................................................................................. 4 3 BENEFITS ........................................................................................................................................ 4 4 DUBIOUS VALUES AND PRACTICES........................................................................................... 5 5 C3 REVISITED ................................................................................................................................. 7 6 MISSING ANSWERS ....................................................................................................................... 7 7 ALTERNATIVES .............................................................................................................................. 8 8 CONCLUSIONS ............................................................................................................................ -
Descriptive Approach to Software Development Life Cycle Models
7797 Shaveta Gupta et al./ Elixir Comp. Sci. & Engg. 45 (2012) 7797-7800 Available online at www.elixirpublishers.com (Elixir International Journal) Computer Science and Engineering Elixir Comp. Sci. & Engg. 45 (2012) 7797-7800 Descriptive approach to software development life cycle models Shaveta Gupta and Sanjana Taya Department of Computer Science and Applications, Seth Jai Parkash Mukand Lal Institute of Engineering & Technology, Radaur, Distt. Yamunanagar (135001), Haryana, India. ARTICLE INFO ABSTRACT Article history: The concept of system lifecycle models came into existence that emphasized on the need to Received: 24 January 2012; follow some structured approach towards building new or improved system. Many models Received in revised form: were suggested like waterfall, prototype, rapid application development, V-shaped, top & 17 March 2012; Bottom model etc. In this paper, we approach towards the traditional as well as recent Accepted: 6 April 2012; software development life cycle models. © 2012 Elixir All rights reserved. Keywords Software Development Life Cycle, Phases and Software Development, Life Cycle Models, Traditional Models, Recent Models. Introduction Software Development Life Cycle Models The Software Development Life Cycle (SDLC) is the entire Software Development Life Cycle Model is an abstract process of formal, logical steps taken to develop a software representation of a development process. SDLC models can be product. Within the broader context of Application Lifecycle categorized as: Management (ALM), the SDLC -
Agile and Devops Overview for Business
NELKINDA SOFTWARE CRAFT Ƅ TRAINING Agile and DevOps Overview for Business Duration: 2 Days Available Languages: English Audience Everyone who is steering or involved in software delivery: Business, Management, Operations, Development, for example: CxOs, managers, directors, team leads, systems administrators, development managers, business analysts, requirements engineers, architects, product owners, scrum masters, IT operations sta', IT stakeholders, developers, testers Goals Agile and DevOps are the big drivers of organizational transformation today. What do they mean? Where do they come from? What are their goals? How can they help my organization and my team? How can I use and implement them? And are there any side-e'ects or challenges to consider? Learn the answers to these questions in a holistic perspective from the CxO level to the code about what Agile and DevOps mean for organizations of all sizes. Contents • Business Case for Improving the Software Development Life Cycle ◦ Evolution of the Software Development Life Cycle (SDLC) ◦ Business Drivers of the SDLC Evolution ◦ Principles of Agile, DevOps, Extreme Programming (XP), and Software Craft ◦ Goals and Objectives of Agile, DevOps (Development Operations), XP, and Software Craft ◦ The Pipeline for Value Delivery • Essential Principles ◦ Manifesto for Agile Software Development ("Agile Manifesto") ◦ The Values and Principles of XP ◦ Manifesto of Software Craft ◦ The Two Values of Software ◦ The Deming (PDCA, plan-do-check-act) Cycle ◦ The XP Feedback Loops ◦ Parkinson's Law and Timeboxing ◦ Conway's Law, Organizational Structure and Cross-functional responsibility ◦ KPIs (Key Performance Indicators) and Drivers: Story-Point Velocity, Cycle Time, WIP (Work In Progress) limit ◦ Heisenberg's Uncertainty Principle of Agile Estimation 1/3 https://nelkinda.com/training/DevOps-Driven-Agile © Copyright 2015-2020 Nelkinda Software Craft Private Limited. -
Emerging Themes in Agile Software Development: Introduction to the Special Section on Continuous Value Delivery
ARTICLE IN PRESS JID: INFSOF [m5G; May 14, 2016;7:8 ] Information and Software Technology 0 0 0 (2016) 1–5 Contents lists available at ScienceDirect Information and Software Technology journal homepage: www.elsevier.com/locate/infsof Emerging themes in agile software development: Introduction to the special section on continuous value delivery ∗ Torgeir Dingsøyr a,b, , Casper Lassenius c a SINTEF, Trondheim, Norway b Department of Computer and Information Science, Norwegian University of Science and Technology, Trondheim, Norway c Department of Computer Science and Engineering, Aalto University, Helsinki, Finland a r t i c l e i n f o a b s t r a c t Article history: The relationship between customers and suppliers remains a challenge in agile software development. Received 19 April 2016 Two trends seek to improve this relationship, the increased focus on value and the move towards con- Revised 26 April 2016 tinuous deployment. In this special section on continuous value delivery, we describe these emerging Accepted 27 April 2016 research themes and show the increasing interest in these topics over time. Further, we discuss implica- Available online xxx tions for future research. Keywords: ©2016 The Authors. Published by Elsevier B.V. Agile software development This is an open access article under the CC BY-NC-ND license Software process improvement ( http://creativecommons.org/licenses/by-nc-nd/4.0/ ). Value-based software engineering Requirements engineering Continuous deployment Lean startup Scrum Extreme programming 1. Introduction ous deployment of new features. We describe these two trends as a focus on continuous value delivery. This is a challenging topic. -
Unit 5 – Project Planning
Unit 5 – Project Planning UNIT OVERVIEW Description of the Unit In this unit, you will explore the necessity of proper project planning and how ‘front end’ planning can ensure project success. You will look at several scenarios that put a structure around project scope, deliverables, scheduling, staffing, resources, and risks to help anchor the planning process. Unit Objectives At the conclusion of this unit, you will be able to: • Understand the necessity of a project plan • Assess resource and budgeting issues • Analyze project risks • Effectively determine project scope • Identify project deliverables Unit Topics • Project schedules based on work breakdown structures • Project resources and schedules based on staff availability • Project budgets • Managing project risks • Triple constraint to achieve project goals Activities and Exercises • Group Exercise 5A: Project Management Scenarios • Group Exercise 5B: Review Project Plans for Unit 3 Scenarios Approximate Time for Unit 1 hour 45 minutes Managing Technology Projects and Technology Resources Participant Guide 5 - 1 Institute for Court Management Unit 5 – Project Planning Managing Technology Projects and Technology Resources Participant Guide 5 - 2 Institute for Court Management Unit 5 – Project Planning ___________________________________ ___________________________________ ___________________________________ ___________________________________ UNIT 5 ___________________________________ Project Planning ___________________________________ ___________________________________ ©2010