Multi Objective Analysis for Timeboxing Models of 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. -
The Timeboxing Process Model for Iterative Software Development
The Timeboxing Process Model for Iterative Software Development Pankaj Jalote Department of Computer Science and Engineering Indian Institute of Technology Kanpur – 208016; India Aveejeet Palit, Priya Kurien Infosys Technologies Limited Electronics City Bangalore – 561 229; India Contact: [email protected] ABSTRACT In today’s business where speed is of essence, an iterative development approach that allows the functionality to be delivered in parts has become a necessity and an effective way to manage risks. In an iterative process, the development of a software system is done in increments, each increment forming of an iteration and resulting in a working system. A common iterative approach is to decide what should be developed in an iteration and then plan the iteration accordingly. A somewhat different iterative is approach is to time box different iterations. In this approach, the length of an iteration is fixed and what should be developed in an iteration is adjusted to fit the time box. Generally, the time boxed iterations are executed in sequence, with some overlap where feasible. In this paper we propose the timeboxing process model that takes the concept of time boxed iterations further by adding pipelining concepts to it for permitting overlapped execution of different iterations. In the timeboxing process model, each time boxed iteration is divided into equal length stages, each stage having a defined function and resulting in a clear work product that is handed over to the next stage. With this division into stages, pipelining concepts are employed to have multiple time boxes executing concurrently, leading to a reduction in the delivery time for product releases. -
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. -
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. -
Ovum Decision Matrix: Selecting an Application Lifecycle Management and Devops Solution, 2019–20
Ovum Decision Matrix: Selecting an Application Lifecycle Management and DevOps Solution, 2019–20 Publication Date: 27 Jun 2019 | Product code: INT003-000374 Michael Azoff Ovum Decision Matrix: Selecting an Application Lifecycle Management and DevOps Solution, 2019–20 Summary Catalyst Software lifecycle management (SLM) is the management of software development by taking a lifecycle approach from concept through the management of requirements, testing, coding, deployment, upgrades, maintenance, and final retirement. The market provides tools to support this lifecycle in the form of application lifecycle management (ALM) tools and, with the rise of DevOps, tools that provide DevOps-style release management, orchestration, and automation. This Ovum Decision Matrix (ODM) examines ALM tools that cross over into DevOps to support the full arc of the lifecycle from application/product concept to deployment into production. Ovum view ALM origins and trends The need for taking an SLM approach is best thought of as good practice in the relatively young art of software development. The ALM tools market has evolved to support SLM through the years; at its core is the development methodology or work process, and this has evolved over time, starting with waterfall or linear stage-gate processes and incorporating various innovations such as Tom Gilb's evolutionary delivery, Barry Boehm's spiral model, and Rational's unified process, before Agile and lean swept the board with examples such as Scrum, extreme programming, and Kanban boards post- 2001 (when the Agile Manifesto was created). The integrated ALM suite tools market really took off around 2003 but supported waterfall because Agile was still under the radar. -
TASKCHECKLIST W
060-97_dennis3e_03.qxd 10/7/05 11:39 AM Page 60 PLANNING ✔ Identify Project ✔ Develop Systems Request ✔ Analyze Technical Feasibility ✔ Analyze Economic Feasibility ✔ Analyze Organizational Feasibility ✔ Perform Project Selection Review Estimate Project Time Identify Project Tasks Create Work Breakdown Structure Create PERT Charts Create Gantt Charts Manage Scope Staff Project Create Project Charter Set up CASE Repository Develop Standards Begin Documentation Assess and Manage Risk TASKCHECKLIST ▼ PLANNING ANALYSIS DESIGN 060-97_dennis3e_03.qxd 10/7/05 11:40 AM Page 61 CHAPTER 3 PROJECT MANAGEMENT T his chapter describes the important steps of project management, which begins in the Planning Phase and continues throughout the systems development life cycle (SDLC). First, the project manager estimates the size of the project and identifies the tasks that need to be performed. Next, he or she staffs the project and puts several activities in place to help coordinate project activities. These steps produce important project man- agement deliverables, including the workplan, staffing plan, and standards list. OBJECTIVES I Become familiar with estimation. I Be able to create a project workplan. I Understand why project teams use timeboxing. I Become familiar with how to staff a project. I Understand how computer-aided software engineering, standards, and documen- tation improve the efficiency of a project. I Understand how to reduce risk on a project. CHAPTER OUTLINE Introduction Staffing Plan Identifying Project Size Motivation Function Point -
Software Development a Practical Approach!
Software Development A Practical Approach! Hans-Petter Halvorsen https://www.halvorsen.blog https://halvorsen.blog Software Development A Practical Approach! Hans-Petter Halvorsen Software Development A Practical Approach! Hans-Petter Halvorsen Copyright © 2020 ISBN: 978-82-691106-0-9 Publisher Identifier: 978-82-691106 https://halvorsen.blog ii Preface The main goal with this document: • To give you an overview of what software engineering is • To take you beyond programming to engineering software What is Software Development? It is a complex process to develop modern and professional software today. This document tries to give a brief overview of Software Development. This document tries to focus on a practical approach regarding Software Development. So why do we need System Engineering? Here are some key factors: • Understand Customer Requirements o What does the customer needs (because they may not know it!) o Transform Customer requirements into working software • Planning o How do we reach our goals? o Will we finish within deadline? o Resources o What can go wrong? • Implementation o What kind of platforms and architecture should be used? o Split your work into manageable pieces iii • Quality and Performance o Make sure the software fulfills the customers’ needs We will learn how to build good (i.e. high quality) software, which includes: • Requirements Specification • Technical Design • Good User Experience (UX) • Improved Code Quality and Implementation • Testing • System Documentation • User Documentation • etc. You will find additional resources on this web page: http://www.halvorsen.blog/documents/programming/software_engineering/ iv Information about the author: Hans-Petter Halvorsen The author currently works at the University of South-Eastern Norway. -
Agile/Devops Development and Agile Acquisition: Differences, Similarities
GSAW 2006 Tutorial F: Evolutionary Acquisition & Spiral Development Length: Half day Overview: The publication of Department of Defense (DoD) Directives 5000.1and 5000.2 in 2003 established a preference for evolutionary acquisition and spiral development in the acquisition of complex weapon systems. Similarly to the original DoD directives, National Security Space Acquisition Policy 03-01 also positioned evolutionary acquisition and spiral development as preferred strategies for the Space domain. The policy was based on the assumption that the implementation of these strategies would drastically reduce the time to deliver complex weapon systems to the war-fighter. Nevertheless, the DoD still struggles with substantial cost and schedule overruns. Spiral development is blamed, and a revision to the 5000 Directives is expected. Also, as recently as June 8, 2005, Michael Griffin, the newly appointed NASA Administrator was quoted saying with respect to the Crew Exploration Vehicle program that "… I hope never again to let the words spiral development cross my lips." It is unfortunate that even though evolutionary concepts were introduced in the early 1960's and spiral development in the1980's, so much controversy remains about their use. Technical difficulties with the Spiral Development fundamentally stem from the flexibility of the model. While it was originally introduced as a software development life cycle model, in reality it is much more; it is a meta-model, with multiple applications. Itis, in fact, a risk-driven process generator that is applicable not only to Software Engineering, but Systems Engineering as well, and it can be applied to the development of any process, concurrently with product development. -
Using the Rational Unified Process for Small Projects: Expanding Upon Extreme Programming
UUssiinngg tthhee RRaattiioonnaall UUnniiffiieedd PPrroocceessss ffoorr SSmmaallll PPrroojjeeccttss:: EExxppaannddiinngg UUppoonn eeXXttrreemmee PPrrooggrraammmmiinngg Gary Pollice Rational Software White Paper TP 183, 3/01 Table of Contents Abstract.................................................................................................................................................................................... 1 Introduction............................................................................................................................................................................. 1 A Short Story......................................................................................................................................................................... 1 Overview............................................................................................................................................................................... 2 Project Start — Inception ...................................................................................................................................................... 3 An approved Business Case .................................................................................................................................................. 4 Risk List ................................................................................................................................................................................ 4 Preliminary Project Plan.......................................................................................................................................................