This document provides an overview of agile software development methods and requirement elicitation techniques used for small projects. It discusses popular agile methods like eXtreme Programming (XP), Scrum, Adaptive Software Development (ASD), Dynamic Systems Development Method (DSDM), and Feature Driven Development (FDD). For requirement gathering, it focuses on using user stories with an example project that automated ISO documentation of a teaching process using Scrum. The key highlights are:
1) Agile methods emphasize communication, collaboration, rapid feedback and responding to changing priorities over rigid processes.
2) Popular techniques discussed are XP's core practices, Scrum's roles of Product Owner, Scrum Master and team members, and
KeyOx is an industrial design firm that uses NX software from Siemens PLM to optimize the design process from concept to manufacturing. NX allows for creativity in design while ensuring designs can be easily manufactured. KeyOx selected NX because it is a complete solution that supports their collaborative process of integrating design and engineering from start to finish of a project. NX helps KeyOx reduce development times, improve collaboration with customers, and validate designs through simulation.
Track Keynote for the Requirements Definition & Management Track at the IBM Rational Software Conference 2009
Requirements Definition and Management encompasses all of the activities that revolve around eliciting, defining, elaborating, understanding, organizing, reviewing, and communicating business, user, and software requirements, as well as defining solutions based on those business goals and objectives. These activities are done because they help ensure that the applications that are developed solve the real business and customer problems. This track explores the experiences of organizations with tools, techniques, and processes used to effectively define and manage requirements and analyze systems. Analysts, architects, developers, project managers, and others interested in methodology and tools for defining, managing, and analyzing requirements should attend this track.
Application of a Data Visualization Technique Based on Trees to Aid Prioritiz...Thiago Reis da Silva
This document describes the application of a data visualization technique called TreeMaps to aid in prioritizing requirements in agile software projects. TreeMaps divide the screen into a nested sequence of rectangles that correspond to attributes of a data set, with rectangle size and color representing values. The document discusses using TreeMaps to visualize results from the Kano technique for requirements prioritization. Test results on a case study showed TreeMaps provided a more efficient, consistent, and agile way to view prioritization data compared to tables alone.
Joint Application Design (JAD) is a structured methodology for gathering requirements from stakeholders. It involves multiple phases including a JAD plan session to define the project scope and design sessions. In the design sessions, a JAD team models processes and data, designs interfaces, and documents requirements to develop a solution that meets business objectives. Post-JAD analysis and post-project analysis are conducted to evaluate what can be improved for future projects.
1. The document discusses achieving agility at scale through disciplined agile teams that produce working software regularly, do continuous testing, work closely with stakeholders, are self-organizing, and regularly reflect on how to improve.
2. It describes scaling agile software delivery by focusing on key agile practices, reinforcing delivery practices, changing delivery rhythms, supporting practices with automation, and measuring to demonstrate business value.
3. Examples are provided of how Jazz platform was used at La Caixa for managing service providers and at Danske Bank for adoption of agile at scale, and how visibility and transparency was achieved at Panasonic Automotive.
The document discusses balancing agility and efficiency in software delivery. It addresses challenges like managing a multi-source supply chain and optimizing business outcomes. Effective software delivery requires balancing speed and innovation with delivery discipline and management discipline through practices like transparency, governance, and continuous improvement. Global delivery models are also evolving to leverage talent across geographies through networked centers and outcome-based work.
The traditional contract for software development based on the waterfall model is flawed in several key ways:
1. Fixed requirements specified upfront are unrealistic and limit flexibility to adapt to changes.
2. Customers struggle to fully articulate their needs through requirements documents, which are a blunt tool, and developers often cannot understand the requirements.
3. The sequential nature of waterfall prevents early and continuous delivery of working software for customer feedback.
4. Payment is tied to rigid dates and milestones rather than delivery of working software.
5. Waterfall contracts fail to account for the iterative nature of agile software development practices now in widespread use.
This document provides information about a 5-day project management training seminar taking place from June 22-26, 2009 in Washington DC. The training will provide 35 PDUs and 30 CPE credits. Participants will learn project management methodology based on the PMBOK to help define and plan projects, track projects, define goals and requirements, manage scope, and close out projects. The training will cover topics like project initiation, organization, estimation, scheduling, risk management, team development, reporting, and lessons learned. The document provides an agenda and descriptions for each day of the training.
KeyOx is an industrial design firm that uses NX software from Siemens PLM to optimize the design process from concept to manufacturing. NX allows for creativity in design while ensuring designs can be easily manufactured. KeyOx selected NX because it is a complete solution that supports their collaborative process of integrating design and engineering from start to finish of a project. NX helps KeyOx reduce development times, improve collaboration with customers, and validate designs through simulation.
Track Keynote for the Requirements Definition & Management Track at the IBM Rational Software Conference 2009
Requirements Definition and Management encompasses all of the activities that revolve around eliciting, defining, elaborating, understanding, organizing, reviewing, and communicating business, user, and software requirements, as well as defining solutions based on those business goals and objectives. These activities are done because they help ensure that the applications that are developed solve the real business and customer problems. This track explores the experiences of organizations with tools, techniques, and processes used to effectively define and manage requirements and analyze systems. Analysts, architects, developers, project managers, and others interested in methodology and tools for defining, managing, and analyzing requirements should attend this track.
Application of a Data Visualization Technique Based on Trees to Aid Prioritiz...Thiago Reis da Silva
This document describes the application of a data visualization technique called TreeMaps to aid in prioritizing requirements in agile software projects. TreeMaps divide the screen into a nested sequence of rectangles that correspond to attributes of a data set, with rectangle size and color representing values. The document discusses using TreeMaps to visualize results from the Kano technique for requirements prioritization. Test results on a case study showed TreeMaps provided a more efficient, consistent, and agile way to view prioritization data compared to tables alone.
Joint Application Design (JAD) is a structured methodology for gathering requirements from stakeholders. It involves multiple phases including a JAD plan session to define the project scope and design sessions. In the design sessions, a JAD team models processes and data, designs interfaces, and documents requirements to develop a solution that meets business objectives. Post-JAD analysis and post-project analysis are conducted to evaluate what can be improved for future projects.
1. The document discusses achieving agility at scale through disciplined agile teams that produce working software regularly, do continuous testing, work closely with stakeholders, are self-organizing, and regularly reflect on how to improve.
2. It describes scaling agile software delivery by focusing on key agile practices, reinforcing delivery practices, changing delivery rhythms, supporting practices with automation, and measuring to demonstrate business value.
3. Examples are provided of how Jazz platform was used at La Caixa for managing service providers and at Danske Bank for adoption of agile at scale, and how visibility and transparency was achieved at Panasonic Automotive.
The document discusses balancing agility and efficiency in software delivery. It addresses challenges like managing a multi-source supply chain and optimizing business outcomes. Effective software delivery requires balancing speed and innovation with delivery discipline and management discipline through practices like transparency, governance, and continuous improvement. Global delivery models are also evolving to leverage talent across geographies through networked centers and outcome-based work.
The traditional contract for software development based on the waterfall model is flawed in several key ways:
1. Fixed requirements specified upfront are unrealistic and limit flexibility to adapt to changes.
2. Customers struggle to fully articulate their needs through requirements documents, which are a blunt tool, and developers often cannot understand the requirements.
3. The sequential nature of waterfall prevents early and continuous delivery of working software for customer feedback.
4. Payment is tied to rigid dates and milestones rather than delivery of working software.
5. Waterfall contracts fail to account for the iterative nature of agile software development practices now in widespread use.
This document provides information about a 5-day project management training seminar taking place from June 22-26, 2009 in Washington DC. The training will provide 35 PDUs and 30 CPE credits. Participants will learn project management methodology based on the PMBOK to help define and plan projects, track projects, define goals and requirements, manage scope, and close out projects. The training will cover topics like project initiation, organization, estimation, scheduling, risk management, team development, reporting, and lessons learned. The document provides an agenda and descriptions for each day of the training.
This document provides information about a 5-day project management training seminar taking place from June 22-26, 2009 in Washington DC. The training will provide 35 PDUs and 30 CPE credits. Participants will learn project management methodology based on the PMBOK and will gain skills in defining and planning projects, tracking projects, defining goals and requirements, managing scope, and closing projects. The training will cover topics such as project initiation, organization, estimation, scheduling, risk management, team development, reporting, and closeout. It provides an agenda and descriptions for each day of the training.
This document provides an agenda for a multi-day training seminar on project management. The seminar will take place from June 22-26, 2009 in Washington DC and will provide participants with 35 PDUs and 30 CPE credits. Each day will focus on different aspects of project management methodology, including project initiation, organization, planning, scheduling, risk management, and closing. Topics will include developing a project charter, creating a work breakdown structure, scheduling, and managing failing projects. Attendees will include project managers, program managers, contractors, and others seeking PMP or CAPM certification. Hands-on exercises will provide real-world experience applying the methodologies.
UCD specialists may initially be concerned about how user experience design fits within agile software development processes. This article examines the experiences of three UCD specialists working on their first agile projects. It compares agile literature to these case studies on topics like justifying the need for UCD, understanding users, UI design, and usability evaluation. The goal is to paint a picture of how UCD and agile practices can successfully coexist within development teams.
SCL Aug Sep 2010 Software Development How Agile Are Yoususanatkinson
'Software Development - How Agile are You?' - Article featuring in the August/September 2010 edition of the magazine for the Society for Computers & Law (SCL)
IBM Rational solution provides capabilities for effective Application Lifecycle Management (ALM). ALM helps coordinate people, processes, and tools across requirements, development, and quality management. It provides a unified platform to include open source, packaged, custom applications, and other commercial solutions. Effective ALM reduces high costs, poor quality, project risk, and inefficiency of fragmented software development. The IBM Rational ALM solutions support organizations in starting their ALM journey based on their unique needs.
Exploiting Tools for Faster, More Acceptable Process Improvement InitiativesMahesh Singh
The document discusses process improvement efforts and challenges. It notes that traditional approaches to process documentation and implementation face challenges including overly complex processes, lack of accessibility, and high implementation costs. A new approach is needed that provides simple, accessible, contextual, flexible and executable processes integrated with project tools to drive greater compliance and success. The speaker's company, Digité, provides an integrated process governance solution that links process definition to project execution for improved performance measurement, deployment and continuous improvement.
One XP Experience: Introducing Agile (XP) Software Development into a Culture...David Leip
The document discusses introducing agile (XP) software development practices into a large corporate environment that traditionally used waterfall methodologies. It describes training the multidisciplinary team, which includes programmers, information architects, visual designers, and others. While the developers were willing to try XP, integrating it posed challenges due to the diverse skills, distributed teams, and need for close collaboration. The initial experience found it difficult to identify a clear "customer" representative, and some XP practices like test-first development did not transfer naturally to all disciplines. Overall, the experience highlighted interactions between organizational culture, agile methodology, and the need for changes on both fronts to fully realize the benefits of an agile approach.
CommonTime mDesign is a mobile application development solution that allows organizations to quickly design, develop, and deploy mobile applications for business processes without coding. It features a drag-and-drop interface to create applications using pre-built templates and components. Completed applications can then be securely deployed to mobile devices and integrated with back-end systems. CommonTime mDesign reduces costs and speeds up application development compared to traditional methods.
CMMI Implementation with Digité EnterpriseDigite Inc
In an increasingly competitive world, software organizations must implement effective
processes to deliver useful and reliable software in time and within budget. IT organizations are
adapting CMMI models to help them streamline their software development activities. Digité
Enterprise platform has successfully supported corporate clients over the past two years to
manage more than a billion dollars worth of software projects. Digité Enterprise now supports
organizations implementing CMMI by providing support for CMMI process areas and key
practices implementation. To understand how Digité can help your organization in its CMMI
implementation roadmap, read on…
The document provides 10 steps for chartering a project:
1. Define the project in two steps - first by describing needed business capabilities, then building requirements and feasibility analysis around those capabilities.
2. Identify all stakeholders and their roles and responsibilities using a responsibility assignment matrix.
3. Brainstorm the capabilities needed, not technical requirements, using a tool like MindManager.
4. Define a mission statement describing how the project will positively impact the business.
5. Put boundaries on the project scope by connecting requirements to needed capabilities and value.
6. Control changes by ensuring they increase value; otherwise archive for later consideration.
7. Create a deliverables-based plan that predefines the value of
The document summarizes the key principles behind the Agile Manifesto for software development. It outlines that the highest priority is satisfying customers through early and continuous delivery of valuable software. It values individuals and interactions, working software, customer collaboration, and responding to change over processes, tools, documentation, and following a plan. It also notes that simplicity, self-organizing teams, frequent delivery, motivated individuals, and working software are essential to agile development.
JAD sessions bring together customers and developers to quickly agree on project scope, objectives, and specifications. They are structured workshops facilitated by a trained moderator. Key roles include a facilitator to plan the session and ensure deliverables are produced, decision-makers from the customer who can resolve issues and make commitments, application customers who understand business processes, developer listeners who provide technical input, and a scribe to accurately document the session outcomes. When done effectively, JAD sessions can simplify communication, identify issues, clarify requirements, and gain customer commitment to help ensure the delivered system meets their needs.
The document outlines 10 steps for effectively chartering a project:
1) Charter the project in two stages - first by describing needed capabilities, then building requirements and analysis.
2) Identify all stakeholders and define their roles and responsibilities using a RACI matrix.
3) Brainstorm capabilities, not detailed requirements, using a tool like MindManager.
4) Define the mission in terms of observable changes to business processes and measurable value.
5) Put boundaries on the project scope by connecting it to needed capabilities before defining technical requirements.
6) Control non-value added changes by ensuring they increase delivered value.
7) Create a deliverables-based plan that pre-defines business value.
The document discusses best practices for facilitating a successful Joint Application Design (JAD) session. It provides examples of poorly planned JAD agendas that are unfocused and allow only a few voices to dominate. The document suggests applying structure to the session while still encouraging creativity from group interactions. The facilitator, Jackie Parker, shares tips for planning an effective JAD session that gathers requirements in an inclusive, productive way.
5.2.2013 2013 2013 - Software, System, & IT Architecture - Good Design is G...IBM Rational
Rational Software Architect and Design Manager provide capabilities to help teams address challenges with software design complexity. They allow teams to collaborate in real-time on designs, integrate designs with the full lifecycle, and automate tasks like impact analysis and design reviews. This improves quality, reduces risks and helps teams deliver better designs with less time and effort.
This document discusses project management and managing people on software projects. It covers topics like risk management, motivating team members, and dealing with different personality types. It provides an example of an individual motivation issue where a team member has lost interest in the project work and is no longer developing the skills they want. The project manager talks to the team member to understand the problem and find a way to re-engage them by addressing their skill development needs.
This document discusses DevOps and outlines some challenges and solutions. It reviews cultural challenges between developers and operators, and outlines DevOps principles of developing against production-like systems, iterative deployments using reliable processes, and continuous monitoring. It then summarizes strategies around standardizing environments, planning and tracking changes collaboratively, managing changes through automation, and providing feedback.
Geometric's interoperability solution offers greater efficiencies through Business Process Integration in the product realization value stream, enabling speeding up, our customer's business processes across desperate PLM systems.
Dec 2012 Evening Talk - Managing Complex ProjectZulkefle Idris
The document provides an overview of managing complex projects. It discusses criteria for determining if a project is complex, areas that require scrutiny like program structure and governance. It also covers measures of success, potential pitfalls, and examples from managing a large IT transformation project. Specific topics covered include developing a project organization chart, establishing program governance, managing releases through tracking deliverables and dependencies, and overseeing vendors.
The document contains 17 predictions about the 2014 FIFA World Cup in Brazil:
- Javier "Chicharito" Hernández and Giovanni Dos Santos will travel with Mexico's national team. Rafael Márquez will be on the bench. Miguel Herrera will coach Mexico.
- Mexico will play Brazil. Brazil will play Mexico. Germany will play Italy, and Italy will win against Germany.
- Marco Fabián and Lionel Messi will travel with their national teams. Spain, Holland, Chile, Australia and the host Brazil will travel to the World Cup.
- Spain will play Holland. Brazil will win the 2014 FIFA World Cup hosted in Brazil.
Scrum is the most widely used agile framework for lightweight and efficient software development. It utilizes sprints and user stories to maximize productivity. User stories should be short, promote discussion among stakeholders, and have acceptance tests to confirm delivery. Requirements specify aspects of new or enhanced products and services.
This document provides information about a 5-day project management training seminar taking place from June 22-26, 2009 in Washington DC. The training will provide 35 PDUs and 30 CPE credits. Participants will learn project management methodology based on the PMBOK and will gain skills in defining and planning projects, tracking projects, defining goals and requirements, managing scope, and closing projects. The training will cover topics such as project initiation, organization, estimation, scheduling, risk management, team development, reporting, and closeout. It provides an agenda and descriptions for each day of the training.
This document provides an agenda for a multi-day training seminar on project management. The seminar will take place from June 22-26, 2009 in Washington DC and will provide participants with 35 PDUs and 30 CPE credits. Each day will focus on different aspects of project management methodology, including project initiation, organization, planning, scheduling, risk management, and closing. Topics will include developing a project charter, creating a work breakdown structure, scheduling, and managing failing projects. Attendees will include project managers, program managers, contractors, and others seeking PMP or CAPM certification. Hands-on exercises will provide real-world experience applying the methodologies.
UCD specialists may initially be concerned about how user experience design fits within agile software development processes. This article examines the experiences of three UCD specialists working on their first agile projects. It compares agile literature to these case studies on topics like justifying the need for UCD, understanding users, UI design, and usability evaluation. The goal is to paint a picture of how UCD and agile practices can successfully coexist within development teams.
SCL Aug Sep 2010 Software Development How Agile Are Yoususanatkinson
'Software Development - How Agile are You?' - Article featuring in the August/September 2010 edition of the magazine for the Society for Computers & Law (SCL)
IBM Rational solution provides capabilities for effective Application Lifecycle Management (ALM). ALM helps coordinate people, processes, and tools across requirements, development, and quality management. It provides a unified platform to include open source, packaged, custom applications, and other commercial solutions. Effective ALM reduces high costs, poor quality, project risk, and inefficiency of fragmented software development. The IBM Rational ALM solutions support organizations in starting their ALM journey based on their unique needs.
Exploiting Tools for Faster, More Acceptable Process Improvement InitiativesMahesh Singh
The document discusses process improvement efforts and challenges. It notes that traditional approaches to process documentation and implementation face challenges including overly complex processes, lack of accessibility, and high implementation costs. A new approach is needed that provides simple, accessible, contextual, flexible and executable processes integrated with project tools to drive greater compliance and success. The speaker's company, Digité, provides an integrated process governance solution that links process definition to project execution for improved performance measurement, deployment and continuous improvement.
One XP Experience: Introducing Agile (XP) Software Development into a Culture...David Leip
The document discusses introducing agile (XP) software development practices into a large corporate environment that traditionally used waterfall methodologies. It describes training the multidisciplinary team, which includes programmers, information architects, visual designers, and others. While the developers were willing to try XP, integrating it posed challenges due to the diverse skills, distributed teams, and need for close collaboration. The initial experience found it difficult to identify a clear "customer" representative, and some XP practices like test-first development did not transfer naturally to all disciplines. Overall, the experience highlighted interactions between organizational culture, agile methodology, and the need for changes on both fronts to fully realize the benefits of an agile approach.
CommonTime mDesign is a mobile application development solution that allows organizations to quickly design, develop, and deploy mobile applications for business processes without coding. It features a drag-and-drop interface to create applications using pre-built templates and components. Completed applications can then be securely deployed to mobile devices and integrated with back-end systems. CommonTime mDesign reduces costs and speeds up application development compared to traditional methods.
CMMI Implementation with Digité EnterpriseDigite Inc
In an increasingly competitive world, software organizations must implement effective
processes to deliver useful and reliable software in time and within budget. IT organizations are
adapting CMMI models to help them streamline their software development activities. Digité
Enterprise platform has successfully supported corporate clients over the past two years to
manage more than a billion dollars worth of software projects. Digité Enterprise now supports
organizations implementing CMMI by providing support for CMMI process areas and key
practices implementation. To understand how Digité can help your organization in its CMMI
implementation roadmap, read on…
The document provides 10 steps for chartering a project:
1. Define the project in two steps - first by describing needed business capabilities, then building requirements and feasibility analysis around those capabilities.
2. Identify all stakeholders and their roles and responsibilities using a responsibility assignment matrix.
3. Brainstorm the capabilities needed, not technical requirements, using a tool like MindManager.
4. Define a mission statement describing how the project will positively impact the business.
5. Put boundaries on the project scope by connecting requirements to needed capabilities and value.
6. Control changes by ensuring they increase value; otherwise archive for later consideration.
7. Create a deliverables-based plan that predefines the value of
The document summarizes the key principles behind the Agile Manifesto for software development. It outlines that the highest priority is satisfying customers through early and continuous delivery of valuable software. It values individuals and interactions, working software, customer collaboration, and responding to change over processes, tools, documentation, and following a plan. It also notes that simplicity, self-organizing teams, frequent delivery, motivated individuals, and working software are essential to agile development.
JAD sessions bring together customers and developers to quickly agree on project scope, objectives, and specifications. They are structured workshops facilitated by a trained moderator. Key roles include a facilitator to plan the session and ensure deliverables are produced, decision-makers from the customer who can resolve issues and make commitments, application customers who understand business processes, developer listeners who provide technical input, and a scribe to accurately document the session outcomes. When done effectively, JAD sessions can simplify communication, identify issues, clarify requirements, and gain customer commitment to help ensure the delivered system meets their needs.
The document outlines 10 steps for effectively chartering a project:
1) Charter the project in two stages - first by describing needed capabilities, then building requirements and analysis.
2) Identify all stakeholders and define their roles and responsibilities using a RACI matrix.
3) Brainstorm capabilities, not detailed requirements, using a tool like MindManager.
4) Define the mission in terms of observable changes to business processes and measurable value.
5) Put boundaries on the project scope by connecting it to needed capabilities before defining technical requirements.
6) Control non-value added changes by ensuring they increase delivered value.
7) Create a deliverables-based plan that pre-defines business value.
The document discusses best practices for facilitating a successful Joint Application Design (JAD) session. It provides examples of poorly planned JAD agendas that are unfocused and allow only a few voices to dominate. The document suggests applying structure to the session while still encouraging creativity from group interactions. The facilitator, Jackie Parker, shares tips for planning an effective JAD session that gathers requirements in an inclusive, productive way.
5.2.2013 2013 2013 - Software, System, & IT Architecture - Good Design is G...IBM Rational
Rational Software Architect and Design Manager provide capabilities to help teams address challenges with software design complexity. They allow teams to collaborate in real-time on designs, integrate designs with the full lifecycle, and automate tasks like impact analysis and design reviews. This improves quality, reduces risks and helps teams deliver better designs with less time and effort.
This document discusses project management and managing people on software projects. It covers topics like risk management, motivating team members, and dealing with different personality types. It provides an example of an individual motivation issue where a team member has lost interest in the project work and is no longer developing the skills they want. The project manager talks to the team member to understand the problem and find a way to re-engage them by addressing their skill development needs.
This document discusses DevOps and outlines some challenges and solutions. It reviews cultural challenges between developers and operators, and outlines DevOps principles of developing against production-like systems, iterative deployments using reliable processes, and continuous monitoring. It then summarizes strategies around standardizing environments, planning and tracking changes collaboratively, managing changes through automation, and providing feedback.
Geometric's interoperability solution offers greater efficiencies through Business Process Integration in the product realization value stream, enabling speeding up, our customer's business processes across desperate PLM systems.
Dec 2012 Evening Talk - Managing Complex ProjectZulkefle Idris
The document provides an overview of managing complex projects. It discusses criteria for determining if a project is complex, areas that require scrutiny like program structure and governance. It also covers measures of success, potential pitfalls, and examples from managing a large IT transformation project. Specific topics covered include developing a project organization chart, establishing program governance, managing releases through tracking deliverables and dependencies, and overseeing vendors.
The document contains 17 predictions about the 2014 FIFA World Cup in Brazil:
- Javier "Chicharito" Hernández and Giovanni Dos Santos will travel with Mexico's national team. Rafael Márquez will be on the bench. Miguel Herrera will coach Mexico.
- Mexico will play Brazil. Brazil will play Mexico. Germany will play Italy, and Italy will win against Germany.
- Marco Fabián and Lionel Messi will travel with their national teams. Spain, Holland, Chile, Australia and the host Brazil will travel to the World Cup.
- Spain will play Holland. Brazil will win the 2014 FIFA World Cup hosted in Brazil.
Scrum is the most widely used agile framework for lightweight and efficient software development. It utilizes sprints and user stories to maximize productivity. User stories should be short, promote discussion among stakeholders, and have acceptance tests to confirm delivery. Requirements specify aspects of new or enhanced products and services.
The document discusses the social graph, which is a representation of connections between individuals in a social network. It provides examples of how social graphs can be translated from technical concepts into real world applications. Links are provided to visualizations of social networks and examples of how social graphs influence tipping behaviors and other social phenomena.
The document discusses the massive database of search queries and clickstreams that represents humankind's collective intentions, desires, and interests. This database, which lives across search engines like Google, MSN, and Yahoo, contains a record of every search ever entered and result clicked. It provides an unprecedented view into what people want and like as a culture. However, it also poses risks if abused or exploited.
A parallel universe? – Blogs, wikis, web 2.0 and a complicated future for sch...David Smith
A talk on web2.0 given at two events:
ALPSP Seminar: Publishing and the Library of the Future (http://www.alpsp.org/ngen_public/article.asp?id=335&did=47&aid=877&st=&oaid=-1)
and
UKSG event:Caught up in Web 2.0? Practical implementations and creative solutions for librarians and publishers (http://www.uksg.org/event/web20)
The document is about Islami Jamiat Talaba Pakistan (IJTP), a student organization. In 3 sentences:
IJTP's mission is to order human life according to principles from Allah and his messenger Muhammad to convey Islam's message to students, organize interested students, and provide spiritual and physical training to members. It aims to solve student problems and establish an Islamic welfare society in Pakistan. The organization has various departments and programs for activities like Quran lessons, workshops, and campaigns on issues like protecting the honor of the Prophet.
A software process provides stability, control, and organization for software development. It consists of a series of predictable steps that lead to a timely, high-quality product. Key elements include framework activities like planning, modeling, requirements analysis, design, construction, testing, and deployment. The specific tasks and level of rigor for each activity may vary based on the project. Process assessment ensures the process meets criteria for successful software engineering. The primary goal of any process is high-quality software delivered on time through reduced rework.
The document discusses key concepts for managing software projects including the four Ps of project management: People, Product, Process, and Project. It describes stakeholders and team structures, and emphasizes establishing clear objectives and scope, tracking progress, and learning lessons through post-mortem reviews. Metrics for both processes and products are discussed to assess status, risks, and quality in order to guide improvement.
This document provides an overview of different software development processes including the waterfall model, iterative model, Rational Unified Process (RUP), and Agile Development Process (ADP). It describes the key aspects of each process including phases, roles, artifacts, and ceremonies. Specifically, it provides detailed explanations of Scrum, an agile methodology, including Scrum roles like Product Owner and Scrum Master, ceremonies like the Daily Scrum, and artifacts like the Product Backlog and Sprint Backlog. The document concludes with references for further information.
This document provides an overview of the Unified Process, Agile process, and process assessment. It defines the Unified Process as an iterative framework derived from UML that includes inception, elaboration, construction, and transition phases. Agile processes like Extreme Programming emphasize iterative development, collaboration, and responding to change. Process assessment involves objectively evaluating an organization's ability to meet process goals through stages of initiation, preparation, assessment, analysis and reporting, and closure.
Agile Development | Agile Process ModelsAhsan Rahim
Agile Development | Agile Process Models
Here you are going to know What is Agile Development & What are Agile Process Models for the development of Software Product.
What are different types of Agile Development, steps involve in Agile Development, XP, Scrum, Traditional Process Models with full text and animated description.
Software Process Models defines a distinct set of activities, actions, tasks, milestones, and work products that are required to engineer high-quality software...
For more knowledge watch full video...
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The document discusses several agile software development frameworks including the Agile Manifesto, eXtreme Programming (XP), Scrum, and hybrid methods. The Agile Manifesto values individuals, working software, customer collaboration, and responding to change. XP focuses on communication, simplicity, feedback, and courage. Key practices include planning game, small releases, refactoring, and collective code ownership. Scrum emphasizes empirical process control, self-organizing cross-functional teams, and delivering working software frequently in short iterations. Hybrid methods combine different agile approaches to suit various project needs.
This document discusses software metrics and measurement. It describes how measurement can be used throughout the software development process to assist with estimation, quality control, productivity assessment, and project control. It defines key terms like measures, metrics, and indicators and explains how they provide insight into the software process and product. The document also discusses using metrics to evaluate and improve the software process as well as track project status, risks, and quality. Finally, it covers different types of metrics like size-oriented, function-oriented, and quality metrics.
The document provides an overview of the Unified Software Process (UP). It discusses the history and development of UP over decades. Key aspects of UP include being use-case driven, architecture-centric, and iterative and incremental. UP recognizes four important aspects of software development: people, project, product, and process. Use cases drive the entire development process. UP emphasizes iterative development and producing incremental working software. The Rational Unified Process (RUP) provides additional tools and content to support applying UP.
The document provides an overview of the Software Engineering course for the second semester of the second year (B.Tech IT/II Sem-II). It includes details about the term, text books, unit syllabus, index of topics, and slides covering introductions to software engineering, the changing nature of software, software myths, generic views of process, the Capability Maturity Model Integration and personal and team software processes.
An introduction to software engineering, based on the first chapter of "A (Partial) Introduction to Software Engineering
Practices and Methods" By Laurie Williams
The document describes an online railway reservation system project submitted by students. It discusses software engineering principles and methods used to develop the system. It includes UML diagrams like use case, class, sequence, and activity diagrams that were created as part of the analysis and design of the system. It also describes testing done on the project in the form of alpha testing.
This document provides an overview of several agile frameworks and methodologies including Scrum, Extreme Programming (XP), Dynamic Systems Development Method (DSDM), Feature Driven Development (FDD), Crystal family of methodologies, Adaptive Software Development (ASD), Pragmatic Programming, Kanban, Scaled Agile Framework (SAFe), Disciplined Agile Delivery (DAD), Large-Scale Scrum (LESS), and Pattern Languages of Programs (PLoP). It describes the key concepts, principles, roles, and practices of each agile methodology at a high level.
The document discusses agile software project management methodologies. It presents the main characteristics of agile approaches like Extreme Programming (XP), Scrum, Crystal, and Microsoft Solution Framework (MSF) for Agile Software Development. These methodologies focus on people over processes, collaboration over contracts, responding to change, and producing working software. The document compares methodology components and outlines the principles and practices of some popular agile methodologies.
Agile development focuses on individuals and interactions, working software, customer collaboration, and responding to change. It values adaptability, incremental delivery, and close communication between developers and business stakeholders. Popular agile methods include eXtreme Programming (XP), Scrum, Dynamic Systems Development Method (DSDM), and Agile Unified Process (AUP). They emphasize iterative development, minimal planning, rapid delivery of working software, and flexibility to changing requirements.
This document summarizes the results of an online survey about factors influencing the adoption of agile practices. The survey received 103 responses. Based on the results, the authors hypothesized that: 1) Extreme Programming is the most popular adopted agile methodology. 2) Agile methodologies are chosen more by small teams. 3) Direct interaction with stakeholders is the most effective way to gather requirements. 4) User stories and diagrams are commonly used to capture requirements in agile. 5) Agile gives higher access to stakeholders to resolve problems quickly. 6) Adopting agile increases customer satisfaction and productivity. The survey results provide preliminary support for these hypotheses.
Improvement opportunity in agile methodology and a survey on the adoption rat...Alexander Decker
This document discusses improvements to agile methodology based on a survey conducted with software professionals. It identifies some issues with existing agile methods and proposes changes to critical adoption factors like requirements changes, work environments, task lengths, and meeting frequency. A survey was conducted with 135 professionals at a UK software company to assess adoption rates of the improved versus current agile methods. The results showed higher adoption rates for the improved method except among managers and architects. The paper concludes that modifying agile methods based on developer satisfaction can increase adoption.
The document provides an overview of agile software development. It defines agile development as a collaborative approach where requirements and solutions evolve through self-organizing cross-functional teams. The document outlines several agile methodologies introduced in the Agile Manifesto in 2001 including Scrum, Extreme Programming, Crystal, FDD, and DSDM. It also discusses lean practices as part of the agile development approach and compares agile to traditional waterfall models. Finally, it covers advantages and disadvantages of the agile model and considerations for when it is best applied.
The document provides an overview of several agile software development methodologies:
1) Extreme Programming (XP) emphasizes iterative development, pair programming, simple design, and frequent delivery of working software.
2) Adaptive Software Development (ASD) focuses on collaboration, self-organizing teams, and learning throughout the process using time-boxed iterations.
3) Scrum uses short development cycles called sprints to iteratively develop prioritized requirements from a backlog in a collaborative environment with daily stand-up meetings.
System Development Overview Assignment 3Ashley Fisher
This document discusses the differences between extreme programming (XP) and scrum, two agile software development methodologies. It provides an overview of the key concepts, phases, artifacts, roles and practices of both XP and scrum. The document proposes combining some XP practices, like test-driven development and pair programming, into scrum activities to create an enhanced scrum framework. This hybrid approach aims to leverage the strengths of both methodologies to produce high-quality software within time constraints.
It concentrate on the development rather than managerial ascepts of software projects.
XP was designed so that organization would be free to adopt all or part of the methodology.
XP projects start with a release planning phase,followed by several iteration ,each of which concludes with user acceptance testing.
When the product has enough features to satisfy users, the team termination iteration and release the software.
PPT_Management of Large and Complex Software ProjectsSudipta Das
This document is a project report on managing large and complex software projects. It discusses the implications of large projects, challenges they present, and how to successfully implement them. It analyzes factors that contribute to software complexity and common reasons large projects fail. The report also examines tools and methodologies used to manage complex projects, including Gantt charts, PRINCE methodology, and MasterCraft software. Case studies demonstrate how companies like HP have partnered with clients like Bank of India to deliver complex projects.
Different Methodologies Used By Programming TeamsNicole Gomez
The document discusses different programming team methodologies including:
- System development life cycle (SDLC), which is used for large projects and includes waterfall models. It takes time but ensures high quality.
- Agile methodology, designed for small projects, combines methods for faster development that changes with customer needs.
- Extreme programming allows close communication between developers and customers so the software can change rapidly based on customer feedback.
Overall agile methodologies seem to have advantages over SDLC and extreme programming by allowing faster development that can change with customer desires.
A Systematic Study On Agile Software Development Methodlogies And PracticesSean Flores
Helps Scrum Master in facilitating Scrum
process.
Product Owner: Responsible for maximizing the value of
the product and managing the product backlog.
Development Team: Self-organizing team responsible for
delivering increments of potentially shippable functionality
every sprint.
E. Limitations
- Scrum is not suitable for large, complex projects.
- It requires strong commitment from all stakeholders.
- Product backlog management is critical and requires
dedicated product owner.
- Daily standups may not be suitable for distributed teams.
- Scrum does not prescribe technical practices. Teams need
to choose their own engineering practices.
- Scrum does not
Agile is an iterative approach to software development that builds software incrementally from the start of the project. It breaks projects into small user functionality pieces called user stories that are prioritized and continuously delivered in short two week sprints. Popular agile methodologies include Scrum, Extreme Programming, Crystal, Dynamic System Development Method, Lean, Kanban, and Feature-Driven Development. Scrum uses product owners, cross-functional teams, and sprints to deliver potentially shippable increments. Extreme Programming emphasizes close customer involvement and rapid, frequent delivery of working software.
The document discusses Agile software development and its adoption in enterprises. It defines Agile development as an iterative approach involving working in small 2-week iterations with customer prioritization of requirements. Key benefits of Agile include delivering what customers want, reducing risks through frequent releases, and better alignment between business and IT teams. Successful adoption requires availability of customer representatives, management support, suitable team members and structure, and an Agile coach.
Agile software development is a group of software development methods in which requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. It promotes adaptive planning, evolutionary development, early delivery, continuous improvement, and encourages rapid and flexible response to change.
The Agile development model is also a type of Incremental model. Software is developed in incremental, rapid cycles. This results in small incremental releases with each release building on previous functionality. Each release is thoroughly tested to ensure software quality is maintained. It is used for time critical applications.
The document describes a cloud-based project management tool called Unleash that allows for a hybrid approach to project management combining elements of agile and waterfall methodologies. Unleash allows teams to manage projects, programs, portfolios and products on the cloud. It also facilitates collaboration and creation of an environment where teams can emphasize faster product creation using a mix of agile and waterfall techniques as needed. The authors contend this approach allows for better results than using the traditional methods alone. It provides flexibility to use either approach and adjust the level of agility during a project as required.
The document provides an overview of agile development and several agile methodologies. It defines agility as building software incrementally using short iterations to align with changing business needs. Extreme Programming (XP) is described as emphasizing business results, incremental development, and continual testing. Other methodologies discussed include Adaptive Software Development, Scrum, and Dynamic Systems Development Method.
The document discusses agile process models and principles. It defines agility as effective response to change through communication among team members and customers. Key aspects of agility include incremental delivery, emphasis on working software over documentation, and adapting to changes. The principles promote satisfying customers, embracing changing requirements, frequent delivery, collaboration between business and development, trust in motivated individuals, and continuous improvement.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
Full-RAG: A modern architecture for hyper-personalizationZilliz
Mike Del Balso, CEO & Co-Founder at Tecton, presents "Full RAG," a novel approach to AI recommendation systems, aiming to push beyond the limitations of traditional models through a deep integration of contextual insights and real-time data, leveraging the Retrieval-Augmented Generation architecture. This talk will outline Full RAG's potential to significantly enhance personalization, address engineering challenges such as data management and model training, and introduce data enrichment with reranking as a key solution. Attendees will gain crucial insights into the importance of hyperpersonalization in AI, the capabilities of Full RAG for advanced personalization, and strategies for managing complex data integrations for deploying cutting-edge AI solutions.
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024Neo4j
Neha Bajwa, Vice President of Product Marketing, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...
Agile development
1. IJCA Special Issue on “Computational Science - New Dimensions & Perspectives”
NCCSE, 2011
Requirement Gathering for small Projects using Agile
Methods
Kavitha C.R Sunitha Mary Thomas
Dept of Computer Applications
Dept of Computer Applications
SNGIST
Christ Knowledge City
N Parur
Airapuram
ABSTRACT Agile Methods
Gathering, understanding and managing requirements is a key The agile methodologies are also known as the lightweight
factor to the success of a software development effort. methodologies. These methodologies consist of development
Requirement engineering is a critical task in all development techniques designed to deliver products on time, on budget, and
methods including the agile development method. with high quality and customer satisfaction. There are different
There are several requirement techniques available for agile methodologies available today. The most popular flavours
requirement gathering which can be used with agile development include:
methods. These techniques concentrates on a continuous Extreme Programming (XP)
interaction with the customer to address the evolution of Adaptive Software Development (ASD)
requirements, changing requirements, prioritizing requirements Dynamic Systems Development Method (DSDM)
and delivers the most important functionalities first. Feature Driven Development (FDD)
Scrum
This article presents an overview of agile software development The Agile Manifesto
methods and a best requirement elicitation technique used for The Agile Manifesto is a statement of the principles that
requirement capturing. We present an application case of underpin agile software development. It was drafted from 11 to
requirement gathering process by using User stories for web- 13 February 2001, at The Lodge at the Snowbird ski resort in the
based, cost-effective and efficient software (ISODTA- ISO Wasatch Range of mountains in Utah, where representatives of
documentation teaching automation) which automates the ISO various new methodologies (such as Extreme Programming,
documentation of teaching process at the institution SNGIST Scrum, DSDM, Adaptive Software Development, Crystal,
using SCRUM, an agile software development methodology. Feature Driven Development, and Pragmatic programming) met
to discuss the need for lighter alternatives to the traditional
Keywords heavyweight methodologies.
Agile methodologies, Scrum, requirement elicitation, user ―We are uncovering better ways of developing software by doing
stories, story index card it and helping others do it. Through this work we have come to
value:
1. INTRODUCTION
Individuals and interactions over processes and tools
Agile development methodology is an approach used in
software development which has become more popular during
Working software over comprehensive documentation
the last few years. Agile software development is iterative and
incremental development where you do development in small
Customer collaboration over contract negotiation
iterations. It attempts to provide many opportunities to assess the
different stages of a project throughout the software development
Responding to change over following a plan
life cycle. These methods aim to deliver software faster and
ensure that the software meets customer’s changing needs and That is, while there is value in the items on the right, we value
expectations. Agile methodologies focus on skills, the items on the left more‖.
communication and community clarifying the roles of customers,
managers and developers for more satisfying and productive
relationship.
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Agile Methods (AMs) Vs Traditional Methods (TMs). - empowers your developers to confidently respond to
changing customer requirements, even late in the life cycle
TABLE 1. AMS VS TMS
- emphasizes teamwork. Managers, customers, and
Traditional Agile Methodologies developers are all equal partners in a collaborative team
Methodologies(TMs) (AMs) - solve the problem efficiently
- follow simple rules
Focused on processes, Focused on people
sequence of processes XP improves a software project in five essential ways;
and useful tools communication, simplicity, feedback, respect, and courage.
Extreme Programmers constantly communicate with their
Flexible only in the Emphasizes the customers and fellow programmers. They keep their design
beginning of project communication, simple and clean. They get feedback by testing their software
collaboration, rapid starting on day one. They deliver the system to the customers
exchange of as early as possible and implement changes as suggested.
information, team work
and the functioning
software and flexibility 2.2.2 Core Practices
Help deliver projects on Uncertain budgets and There are twelve core practices that define Extreme
time and budget but not unclear milestones Programming. The practices can be described as a cycle of
suitable when you are activities. The inner circle describes the tight cycle of the
moving to a new Programmers. The outer loop describes the planning cycle
technology or for that occurs between the Customers and Programmers. The
changing requirements middle loop shows practices that help the team communicate
and coordinate the delivery of quality software.
Use single model (like Involves a lot of
waterfall model) different methods that
work in a similar way.
2. AGILE SOFTWARE DEVELOPMENT
AND REQUIREMENT HANDLING
2.1 Introduction
Agile development works in a different manner. Instead of
specifying everything before you start developing, one need to
take a small portion of the most important features and only
specify and implement those. Requirement gathering is different
for different methods, for. E.g. in SCRUM & XP, user stories are
used. Requirement specification is an iterative process that
continues until the customer is satisfied with the product. By
using this method, it is easier to react to changes and can have a
Figure 1. XP Practices and the Circle of Life from [8]
better estimate and better control on the development leading to
a better quality product and customer satisfaction.
Since Agile development is a fairly new technique there is 2.3 Adaptive Software Development (ASD)
no good answers on how to handle requirements and researches
are being undertaken in this area. Adaptive Software Development (ASD) was developed in 2000
by Jim Highsmith which has grown out of the Rapid Application
2.2 Extreme Programming Development (RAD). Like other agile methodologies, ASD aims
to increase a software organization’s responsiveness while
Extreme Programming abbreviated as XP, was invented by
decreasing development overhead. It embodies the belief that
Kent Beck which addresses the specific needs of software
continuous adaptation of the process to the work at hand is the
development conducted by small teams in the face of vague
normal state of affairs.
or changing requirements
ASD replaces the traditional waterfall cycle with a repeating
2.2.1 Advantages of XP: series of speculate, collaborate, and learn cycles. This dynamic
cycle provides for continuous learning and adaptation to the
- it stresses customer satisfaction emergent state of the project. The characteristics of an ASD life
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cycle are that it is mission focused, feature based, iterative, time 2.4.3.1 Stage1A: The Feasibility Study, where the feasibility
boxed, risk driven, and change tolerant. of the project for the use of DSDM is examined.
The word ―speculate‖ refers to the paradox of planning – it is Stage1B: The Business Study, which examines the influenced
more likely to assume that all stakeholders are comparably wrong business processes, user groups involved and their respective
for certain aspects of the project’s mission, while trying to define needs and wishes.
it. Collaboration refers to the efforts for balancing the work
based on predictable parts of the environment (planning and 2.4.3.2 Stage2: Functional Model Iteration, where the
guiding them) and adapting to the uncertain surrounding mix of requirements that have been identified in the previous stages are
changes caused by various factors – technology, requirements, converted to a functional model.
stakeholders, software vendors, etc. The learning cycles,
challenging all stakeholders, are based on the short iterations 2.4.3.3 Stage3: Design and Build Iteration, integrates he
with design, build and testing. During these iterations the functional components from the previous phase into one system
knowledge is gathered by making small mistakes based on false that satisfies user needs.
assumptions and correcting those mistakes, thus leading to 2.4.3.4 Stage4: Implementation, where the tested system
greater experience and eventually mastery in the problem including user documentation is delivered to the users and
domain. training of future users is realized.
2.4 Dynamic Systems Development Method
(DSDM)
2.4.1 Introduction
Dynamic Systems Development Method (DSDM) developed in
the United Kingdom in the 1990s by the DSDM Consortium, an
association of vendors and experts in the field of software
engineering created with the objective of "jointly developing and
promoting an independent RAD framework" by combining their
best practice experiences. It is a software development
methodology originally based upon the Rapid Application
Development methodology. DSDM is an iterative and
incremental approach that emphasizes continuous user Figure 2. Project Life Cycle from [9]
involvement.
Its goal is to deliver software systems on time and on budget
2.5 Feature Driven Development (FDD)
while adjusting for changing requirements along the development 2.5.1 Introduction
process. Feature Driven Development (FDD) was initially developed by
Jeff De Luca, which is an iterative and incremental software
2.4.2 Phases of DSDM development process. FDD blends a number of industry-
recognized best practices into a cohesive whole. These practices
The DSDM framework consists of three sequential phases: are all driven from a client-valued functionality (feature)
perspective. Its main purpose is to deliver tangible, working
Phase 1 - The Pre-Project phase where candidate projects are software repeatedly in a timely manner.
identified, project funding is realized and project commitment is
2.5.2 Best practices
ensured.
Feature-Driven Development is built around a core set of
Phase 2 - The Project life-cycle phase include five stages to industry-recognized best practices, derived from software
create an information system. engineering. These practices are all driven from a client-valued
feature perspective. It is the combination of these practices and
Phase 3 - Post-project phase ensures the system operating techniques that makes FDD so compelling. The best practices
effectively and efficiently. that make up FDD are shortly described below.
Domain Object Modeling, explores and explains the domain
of the problem to be solved. The resulting domain object
2.4.3 Four stages of the Project life-cycle
model provides an overall framework in which to add
features.
Developing by Feature. Any function that is too complex to
be implemented within two weeks is further decomposed into
smaller functions until each sub-problem is small enough to
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be called a feature. This makes it easier to deliver correct The Scrum methodology really works is due to a set of roles,
functions and to extend or modify the system. responsibilities, and meetings that never change. If Scrum’s
capacity for adaption and flexibility makes it an appealing
Individual Class (Code) Ownership. It means that distinct option, the stability of its practices give teams something to lean
pieces or grouping of code are assigned to a single owner who on when development gets chaotic.
is responsible for the consistency, performance, and
conceptual integrity of the class. 2.6.3 The Roles of Scrum
Scrum has three fundamental roles: Product Owner,
Feature Teams. It is a small, dynamically formed team that ScrumMaster, and team member.
develops a small activity. By doing so, multiple minds are
always applied to each design decision and also multiple Product Owner: In Scrum, the Product Owner is responsible
design options are always evaluated before one is chosen. for communicating the vision of the product to the
development team. He or she must also represent the
Inspections. Inspections are carried out to ensure good customer’s interests through requirements and prioritization.
quality design and code, primarily by detection of defects. Because the Product Owner has the most authority of the three
roles and also has the greatest responsibility. In other words,
Configuration Management. It helps with identifying the the Product Owner is the single individual who must face the
source code for all features that have been completed to date trouble when a project goes awry and also must answer
and to maintain a history of changes to classes as feature questions from the team.
teams enhance them.
ScrumMaster: The ScrumMaster acts as a liaison between
Regular Builds. It ensures there is always an up to date the Product Owner and the team. The ScrumMaster does not
system that can be demonstrated to the client and helps manage the team. Instead, he or she works to remove any
highlighting integration errors of source code for the features impediments that are obstructing the team from achieving its
early. sprint goals. Scrummaster helps the team to remain creative
and productive and makes sure of its successes visible to the
Visibility of progress and results. By frequent, appropriate, Product Owner. The ScrumMaster also works to advise the
and accurate progress reporting at all levels inside and Product Owner about how to maximize return over investment
outside the project, based on completed work, managers are for the team.
helped at steering a project well.
Team Member: In the Scrum methodology, the team is
2.6 Scrum responsible for completing work. Ideally, teams consist of
2.6.1 Introduction seven cross-functional members, plus or minus two
individuals. For software projects, a typical team includes a
Scrum is an agile approach to software development. It has been
mix of software engineers, architects, programmers, analysts,
found out that Scrum is very beneficial when applied to small
Quality Assurance experts, testers, and User Interface
and medium projects. Rather than a full process or methodology,
designers. Each sprint, the team is responsible for
it is a framework which instead of providing complete, detailed
determining how it will accomplish the work to be
descriptions of how everything is to be done on the project, much
completed. This grants teams a great deal of autonomy, but,
is left up to the team, because the team will know best how to
solve its problem. For e.g., in a sprint planning meeting is similar to the Product Owner’s situation, that freedom is
accompanied by a responsibility to meet the goals of the
described in terms of the desired outcome (a commitment to set
sprint.
of features to be developed in the next sprint. Scrum relies on a
self-organizing, cross-functional team. There is no team leader in
Scrum projects make progress in a series of sprints, which are
a scrum team who decides which person will do which task or
time boxed iterations no more than a month long. At the start of a
how a problem will be solved.
sprint, team members commit to delivering some number of
2.6.2 Unique about Scrum features that were listed on the project’s product backlog. At the
end of the sprint, these features are done--they are coded, tested,
Of all the agile methodologies, Scrum is unique because it and integrated into the evolving product or system. At the end of
introduced the idea of ―empirical process control.‖ That is, the sprint a sprint review is conducted during which the team
Scrum uses the real-world progress of a project — not a best demonstrates the new functionality to the product owner and
guess or uninformed forecast — to plan and schedule releases. In other interested stakeholders who provide feedback that could
Scrum, projects are divided into succinct work cadences, known influence the next sprint.
as sprints, which are typically one week, two weeks, or three
weeks in duration. At the end of each sprint, stakeholders and
team members meet to assess the progress of a project and plan
its next steps. This allows a project’s direction to be adjusted or
reoriented based on completed work, not speculation or
predictions.
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3. USER STORIES
3.1 Introduction
User stories are used in agile software development
methodologies like XP and Scrum. A user story is a very high-
level definition of a requirement, containing just enough
information so that the developers can produce a reasonable
estimate of the effort to implement it. It describes all those
functionalities that are valuable to a stakeholder. It is a reminder
to have a conversation with the customer. In short, user stories
are very slim and high-level requirements artefacts. It shifts the
Figure 3. Scrum Process from [10] focus from writing to talking. It supports and encourages iterative
development.
In agile software development methodology, there will be a
―potentially shippable product increment" at the end of each The basic components of a User Story includes
iteration/sprint. During each iteration, the Scrum Master
(SM) should ensure that the work the team committed to do Cards (physical medium)
during that sprint is what the team actually delivers.
Conversation (discussion surrounding stories)
The SM should ensure that the team understands the
user stories and provides accurate estimates. Confirmation (tests and validation that verify story
completion).
Once the team commits to a unit of work (and is in a
sprint), the SM should make sure that the team is User stories are often written on 3’’X 5’’ index cards which
focused only on the user stories that are within the are very easy to work with. Simple index cards can be used
current sprint. to write the user stories and a small index card box can be
used to store these cards arranged by priority. One has to try
During the sprint, the SM should also ensure that the to keep the user stories short and to the point. During the
team is focused on the sprint work (and only the sprint sprint planning sessions, cards can be re-prioritized if
work). He/she should eliminate any impediments that needed.
might be blocking the team’s progress.
Project Name: Story Card ID:
The SM should maintain the task burndown chart and
story burnup charts, along with the team’s velocity
calculations.
2.6.4 Requirement Gathering in SCRUM
Priority: Estimation:
In Scrum, user stories can be used to capture a project’s ever
changing requirements. Because project needs fluctuate, Scrum Front side of the index card
doesn’t consider requirements gathering to be a one-time task.
Instead, Scrum focuses on the incremental unfolding of
requirements. The work is decomposed and captured at different
Acceptance Test:
levels in varying levels of detail during the project. At each level,
the work is broken down into smaller, more manageable pieces
1. ………….
of work.
2. …………
Product backlog (PB): High-level capabilities and features are 3. ………..
captured as user stories. The PB is the repository of all the work
that needs to happen during the project.
Back Side of the index card
Sprint backlog: The team identifies the user stories that will be
worked on during the current iteration, or sprint. Each user story
is decomposed further into tasks. Figure: 4, Story Index Card
User stories should be validation-centric. The team needs to
identify and write down the validation conditions for each
user story. The story should not be closed until these
validation conditions are met satisfactorily.
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3.2 INVEST Model In this project of requirements gathering, since the customers are
present onsite, user stories has been used for requirement
A well-written user story follows the INVEST model. . A user gathering on story cards. Like in XP, user stories can be applied
story should be: in SCRUM to capture requirements. SCRUM treats the
requirements like a prioritized task. It freezes the requirements
Independent: A good story should stand on its own. for the current iteration to provide a level of stability for the
A good story is negotiable. It is not an explicit developers. In Scrum, work is expressed in the backlog as user
contract for features; rather, details are co-created stories. User stories document requirements with particular
Negotiable: by the customer and programmer during attention to the end user’s point of view. By using user stories,
development. A good story captures the essence, one would be able to focus on exactly what the user need/want
not the details. without going into details on how this should be done. A team
may write its user stories in a number of ways as long as they are
Valuable: A user story should be valuable to the business. written from the perspective of the end user.
The team should be able to gauge the size of a User stories generally follow the following template:
Estimable:
story. As a … (role or actor) (Who)
A good rule of thumb is that a user story should not I want … (what capability or feature do they need) (What)
Small:
be more than eight to sixteen hours of effort.
so that … (why is it of business value or benefit) (Why)
Testable: The story should include validation criteria.
Well-written User Stories are cornerstones for Agile "As a type of user I want capability or feature so that business
Development. They should be independent of each other; the value or benefit”
details should be negotiated between the users and the
developers; the stories should be of value to the users; they
should be clear enough for developers to be able to estimate The ―Who‖ and ―What‖ are essential to the story, but the ―Why‖
them; they should be small; and they should be testable through only helps with clarity and sets up the acceptance test.
the use of pre-defined test cases.When writing individual,
detailed tasks under each user story, teams should focus on
writing SMART tasks. 4.2 Applying User Stories in the Case Study
Stories help you ask the right questions about the context and
Specific reason for the request from the prospective of the person
Measurable requesting the feature.
Achievable
Relevant Here are some examples of User Stories for the web based
ISODTA software:
Time-boxed
• As a new faculty to SNGIST, I want to register myself to get a
4. OUR CASE STUDY username and password so that I can use ISODTA.
4.1 Introduction • As a faculty, I want to select the names of the students from the
database so that I can make them as a batch of some particular
ISO 9000 provides a framework that can be used by any size or class which I am going to handle.
type of organization to develop a quality system. Today, ISO
9000 standards are rapidly being implemented in many service • As a faculty, I want to mark the attendance of the students of
industries such as educational institutions in particular. Benefits my class so that I can calculate the monthly attendance and
from implementing ISO 9000 standards can be divided into four monthly attendance percentage
different parts as benefits to system, faculty, students and • As a faculty, I want to enter the marks of series exam, model
external benefits to the organizations. Today, customers expect exam, assignments, presentations, project and seminar of the
quality in all aspects of life. The customer wants to be assured students so that I can calculate the internal marks of the students.
that educational institutions provide quality service. This is an
• As a faculty, I want to prepare the lesson plan so that the course
era of competition and globalization of knowledge much
can be completed within the stipulated time.
importance is given to the quality. As a result educational
institutions have started implementing ISO. • As a faculty, I want to record the shortfall topics so that I can
take the corrective action.
Quality and accountability in higher education are inevitably
going to be the principal themes in the higher education policy. • As a faculty, I want to generate reports on the absentees so that
The objective of ISO documentation is mainly to provide the I can take suitable actions.
service continuously as before even though the Institution decides • As a faculty, I want to record the details of the assignment,
to replace personnel all together. The control of documentation is seminars, case study, group discussion etc.
the critical element to retain the ISO registration. So, good
customized software is required to do the documentation process • As a faculty, I want to conduct the result analysis of internal
efficiently and effectively. examination so that I can find out the performance of the class.
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• As a faculty, I want to analyze the University exam result so 5. CONCLUSION
that I can get an idea about the results of my subject for a few
years. Developing software that meets the customers or stakeholders’
needs and expectation is the ultimate goal of the software
• As a faculty, I want to mark the subject hours in the time table. development methodology. To meet their need we have to
• As a batch coordinator, I want to prepare the time table for my perform requirement engineering which helps to identify and
class. structure requirements. In many cases it is risky or very difficult
and not economical to produce a complete, verifiable set of
• As a batch coordinator, I want to prepare the test plan so that
requirements. Traditional software development has a problem to
all the exams can be planned and conducted within schedule. deal with requirement change after careful analysis and
As a batch coordinator, I want to prepare the weekly report so negotiation.
that shortfalls of different subjects can be found out
Generally customers have rarely a general picture of the
As a batch coordinator, I want to prepare the monthly
requirements or system in their mind which leads problems
attendance statement so that attendance shortage of students can
related to requirements like requirements conflicts, missing
be traced for each subject.
requirements, and ambiguous requirements etc, and does not
As a batch coordinator, I want to prepare the series exam and
address non-functional requirements from exploration phase.
model exam marks statement.
This problem is well tackled by SCRUM as SCRUM
recommends an on-site customer to represents their requirements
through user stories on story cards. Scrum places a high value on
4.3 Acceptance Test/Criteria for User Stories customer interaction and satisfaction. User stories, which are
As a vital part of the planning our project, user stories define concise often, dwelling within the boundaries of the index card,
what we are going to build in our project. User stories are are considered the best method for explaining requirements when
prioritized to indicate which are most important for the system using the scrum approach.
and are broken down into software engineering tasks and
estimated by the development team. When we implement a user 6. REFERENCES
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Practitioner’s Approach, Sixth Edition, McGraw-Hill
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Acceptance criteria can include functionality that the system will [3] Cohn, M (2009), Succeeding with Agile: Software
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[6] Extreme Programming- a gentle introduction
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2010-09-24)
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[11] http://en.wikipedia.org/wiki/INVEST_(mnemonic) (cited
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2010-10-12)
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to decide which failed tests are of highest priority. A user story is
not considered complete until it has passed its acceptance tests.
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