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  • 1. Object-oriented Analysis and Design Stages in a Software Project
    • Requirements Writing
    • Analysis
    • Design
    • Implementation
    • System Integration and Testing
    • Maintenance
    Understanding the Client’s environment and needs. Identifying the concepts (classes) in the problem domain and their static associations Identifying “solution domain” classes and mapping the functionality into these classes Constructing and individually testing the classes that compose the system. Testing the system as a whole and doing corrective maintenance Adapting the system to a changing environment to extend its useful life
  • 2. The Waterfall Lifecycle Approach Thoroughly clarify, record, or implement each phase of the project before beginning the next. The subsequent phase is based upon the design documentation previously developed. Requirements Analysis Design Implementation Integration and Testing Maintenance
  • 3. The Waterfall Lifecycle Approach Problems with the Waterfall Approach Large steps are taken in which many decisions are made without the benefit of feedback. Requirements and Design decisions, once established, are frozen in place. High risk or difficult problems are tackled late. Speculative decisions increase and compound. There is low adaptability for incorporating either design or implementation concepts “learned” in the development process into the project.
  • 4. The Unified Process The Unified Process is a software development process or methodology that above all promotes Iterative Development. The result of each iteration is an executable, but incomplete system. The system may need many iterations before it is ready for production. Benefits of iterative development include:
    • Early mitigation of high risks
    • Early visible progress.
    • Early feedback, user engagement, and adaptation, leading to a system that more nearly meets the needs of the various stakeholders.
    • Managed complexity – no compounding of complexity by postponing the implementation phase.
    • Learning within an iteration.
  • 5. Management of a Software Project There are two groups involved with the management of a software project: “ Management” – whose concern is resource allocation, delivery dates, profit margin, etc. Technical staff – whose concern is producing a well-engineered product within the constraints of the project. Management likes “benchmarks” exemplified in the Waterfall approach. Due dates can be set, and resources allocated to each phase of the project, and project management documents can be completed according to a schedule. The iterative process as emphasized in UP is a better approach for engineering a software product, but it less suited for producing project reports that indicate the status of the project and the completion of well-defined phases of the work important to management.
  • 6. Timeboxing Iterations are “timeboxed” or fixed in length. Management of a UP project. Iteration lengths of between two to six weeks are recommended. Each iteration period has its own development plan. If all the planned activities cannot be completed during an iteration cycle, the completion date should not be extended, but rather tasks or requirements from the iteration should be removed and added to the next iteration cycle.
  • 7. Advantages of Time-boxing Timeboxing provides four clear advantages over using more distant completion dates for major phases of the project. Parkinson’s Law -- “Work expands to fill the time available for its completion” Distant or fuzzy completion dates exacerbate this effect. If the end date for the next cycle is only two weeks away, it forces the team to focus and make important decisions immediately. Prioritization and Decisiveness – Short time-boxed iterations force a team to make decisions regarding the priority of the work and the risks involved. If the immediate deadline is only short weeks away, there is no time to be vague. Concrete decisions about what will be accomplished within the iteration cycle have to be made. Team Satisfaction – Short, time-boxed iterations lead to a quick and repeating sense of accomplishment and closure. Stakeholder confidence – When the team makes a commitment to producing something tangible within a short period of time, stakeholders develop a greater sense of confidence in the team and satisfaction with the company.
  • 8. The Unified Process The UP organizes work and iterations across four major phases Inception – approximate vision, business case, scope, vague estimates. Elaboration – refined vision, iterative implementation of the core architecture, resolution of high risks, identification of most requirements and scope, more realistic estimates. Construction – iterative implementation of the remaining lower risk and easier elements, preparation for deployment. Transition – beta tests and deployment NOT a requirements phase, but a feasibility phase A pahse where the core architecture is iteratively designed and implemented
  • 9. The Unified Process Inc. Elaboration Construction Trans. phase phase The end of each iteration is a minor release iteration Final release Release
  • 10. The Unified Process UP Disciplines The UP groups related work activities into Disciplines. Disciplines are a set of work activities (and related artifacts) within one subject area such as requirements analysis. A single discipline such as requirements analysis occurs in varying degrees across many iterations, and an iteration will incorporate many different Disciplines.
  • 11. Disciplines Discipline Iterations Business Modeling Requirements Design Implementation Test Deployment Change Management Project Management Inception Elaboration Construction Transition Relative Effort
  • 12. What About UML? UML is a standard diagramming notation. It is NOT object-oriented analysis and design, but just a standard for visualizing and documenting the artifacts of software systems that is used during OOA/OOD. UML tools will be used within the various disciplines during each iteration.
  • 13. Agile Processes The Agile Manifesto Individuals and interactions Working software Customer collaboration Responding to change over processes and tools over comprehensive documentation over contract negotiation over following a plan
  • 14. Agile Principles
    • Satisfy the customer through early and continuous delivery of valuable software
    • Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competetive advantage.
    • Deliver working software frequently.
    • Customers and developers work together daily.
    • Give individuals the environment and support they need to get job done, and trust them to do it. Build projects around motivated individuals.
    • The most effective way of conveying information to and within a group is face-to-face.
    • Working software is the primary measure of progress.
    • Agile processes promote sustainable development.
    • The sponsors, developers, and users should be able to maintain a constant pace indefinitely
    • Continuous attention is paid to technical excellence and good design.
    • Simplicity – the art of maximizing the amount of work NOT done – is essential.
    • The best architectures, requirements, and designs emerge from self-organizing teams.
    • At regular intervals, the team reflects on how to become more efficient and adapts accordingly.
  • 15. Alternative Methodologies The UP is an “agile process”. It allows the development team to adapt to changes in requirements or technology that occur during the development process. Other Examples of an Agile Approach include:
    • Boehm’s Spiral Development Process
    • Incremental Development
    • Extreme Programming
    The product is developed and delivered incrementally
  • 16. Boehm’s Spiral Model Determine objectives, alternatives, and constraints Evaluate alternatives, identify, resolve risks Develop, verify next level product Plan next phase REVIEW Requirements plan Life-cycle plan Risk analysis Risk analysis Risk analysis Development plan Integration and test plan Requirement validation Prototype 2 Proto-type 3 Concept of operation Proto-type 1 S/W Requirements Simulations, models, benchmarks Service Product design Design V & V Opera-tional Prototype Risk analysis Detailed design Code Unit test Integration test Acceptance test
  • 17. What’s the Difference? How do these various agile processes differ? The difference is mainly one of emphasis. Extreme Programming (EP) emphasizes “test-first programming”. Write a unit test before writing the code to be tested.
    • Write a small test
    • Write a piece of the code
    • Make it pass the test
    • Repeat until unit is is complete.
    Extreme Programming also emphasizes continuous integration. New code is integrated into the entire system as soon as it is “checked-in”.
  • 18. A representation of the difference between UP and EP Specification Design Code Test Iterations The Unified Process Extreme Programming Build, test, and integrate the units into the system
  • 19. Formal Methods The software requirements specification is refined into a detailed formal specification which is represented in a mathematical notation. The development processes – design, implementation, unit testing – are replaced by a transformational development process where the formal specification is refined, through a series of transformations, into a program. Formal methods require specialized expertise, and do not scale up beyond specialized domains very readily.