This document describes 5 steps to improve the management of large software development projects to help them be completed on time and within budget.
1) Program design should come before analysis to address timing, storage and operational constraints early.
2) Thorough documentation of all phases is critical for effective management, testing and future changes.
3) An early simulation or "pilot model" tests assumptions and identifies issues before the full project.
4) Testing should be planned, controlled and monitored carefully with involvement of specialists.
5) Involving the customer formally earlier improves understanding of requirements before delivery.
Describes a model to analyze software systems and determine areas of risk. Discusses limitations of typical test design methods and provides an example of how to use the model to create high volume automated testing framework.
The Impedance Mismatch in Integrated Engineering Design Systems is an issue in the Integration of commercial off the shelf (COTS) components.
This issue is a member of the Impedance Mismatch
problems found when commercial off the shelf
components are assembled into systems.
This mismatch occurs when event, control sequence,
or data semantics of two or more participating application
domains are mismatched.
During the system integration process the impedance
mismatch must be addressed through some means,
either through an integration layer which hides the
mismatch or through an integrating service, such as
CORBA, which facilitates the impedance adaptation
between the applications.
Describes a model to analyze software systems and determine areas of risk. Discusses limitations of typical test design methods and provides an example of how to use the model to create high volume automated testing framework.
The Impedance Mismatch in Integrated Engineering Design Systems is an issue in the Integration of commercial off the shelf (COTS) components.
This issue is a member of the Impedance Mismatch
problems found when commercial off the shelf
components are assembled into systems.
This mismatch occurs when event, control sequence,
or data semantics of two or more participating application
domains are mismatched.
During the system integration process the impedance
mismatch must be addressed through some means,
either through an integration layer which hides the
mismatch or through an integrating service, such as
CORBA, which facilitates the impedance adaptation
between the applications.
THE UNIFIED APPROACH FOR ORGANIZATIONAL NETWORK VULNERABILITY ASSESSMENTijseajournal
The present business network infrastructure is quickly varying with latest servers, services, connections,
and ports added often, at times day by day, and with a uncontrollably inflow of laptops, storage media and
wireless networks. With the increasing amount of vulnerabilities and exploits coupled with the recurrent
evolution of IT infrastructure, organizations at present require more numerous vulnerability assessments.
In this paper new approach the Unified process for Network vulnerability Assessments hereafter called as
a unified NVA is proposed for network vulnerability assessment derived from Unified Software
Development Process or Unified Process, it is a popular iterative and incremental software development
process framework.
How Should We Estimate Agile Software Development Projects and What Data Do W...Glen Alleman
Estimating techniques for an acquisition program progresses from analogies to actual cost method as the program matures and more information is known. The analogy method is most appropriate early in the program life cycle when the system is not yet fully defined.
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Successful Software Projects - What you need to considerLloydMoore
A successful software project is much more than just getting the code to compile and run. Building a successful piece of software requires multiple stages of planning and execution. The success or failure of the project will depend as much upon the processes used for development the project as the final project itself. This presentation is a high level survey of key processes and considerations that should be addressed for any project, from the beginning to end. When to use them, when they can be skipped and what the consequences can be if a process is skipped inappropriately.
Estructuras de datos avanzadas: Casos de uso realesSoftware Guru
La utilización de estructuras de datos adecuadas para cada problema hace que se simplifiquen en gran medida los tiempos de respuestas y la cantidad de cómputo realizada.
Por Nelson González
Onboarding new members into an engineering team is not easy on anyone. In a short period of time, the new team member is required to be able to bring professional
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El secreto para ser un desarrollador SeniorSoftware Guru
En esta charla platicaremos sobre el “secreto” y el camino para llegar a ser un desarrollador Senior, experiencia, consejos y recomendaciones que en estos 8 años
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Apache Airflow es una plataforma en la que podemos crear flujos de datos de manera programática, planificarlos y monitorear de manera centralizada.
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En esta presentación hablaré sobre cómo el Análisis de Datos Gruesos, específicamente el análisis antropológico y semiótico, puede ayudar a mejorar los resultados del Big Data
Por Martin Cuitzeo
CoDi® es la nueva forma de realizar pagos digitales desarrollada por el Banco de México. Por medio de CoDi puedes realizar cobros y pagos desde tu celular, utilizando una cuenta bancaria o de alguna institución financiera, sin comisiones.
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En las metodologías agiles hablamos de equipos colaborativos, autogestionados y felices. hablamos de lideres serviciales. El management 3.0 nos ayuda a cultivar el mindset correcto, aquel que servirá como el terreno fértil para que la agilidad florezca.
Por Andrea Vélez Cárdenas
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Hoy por hoy las experiences de usuario pueden ser enriquecidas mediante el uso de Web Components, que son un estándar de la W3C soportado por la mayoría de los navegadores web modernos.
Por Alex Arriaga
Así publicamos las apps de Spotify sin stressSoftware Guru
En Spotify tenemos 1600+ ingenieros, trabajando en 280+ squads. Aún a esta escala, hemos logrado adoptar prácticas que nos han permitido acelerar la forma en que desarrollamos nuestro producto. Presentado por Erick Camacho en SG Virtual Conference 2020
Achieving Your Goals: 5 Tips to successfully achieve your goalsSoftware Guru
he measure of the executive, Peter F. Drucker reminds us, is the ability to "get the right things done." This involves having clarity on what are the right things as well as avoiding what is unproductive. Intelligence, creativity, and knowledge may all be wasted if not put to work on the things that matter.
Presentado por Cristina Nistor en SG Virtual Conference 2020
Acciones de comunidades tech en tiempos del Covid19Software Guru
Acciones de Comunidades Tech en tiempo del COVID-19 es una platica para informar acerca de las acciones que están realizando algunas comunidades de tecnología en México para luchar contra la propagación del COVID-19. Desde análisis de datos, visualizaciones, simulaciones de contagio, etc.
Presentado por Juana Martínez, Adriana Vallejo y Eduardo Ramírez en SG Virtual Conference 2020
De lo operativo a lo estratégico: un modelo de management de diseñoSoftware Guru
La charla presenta un modelo claro, generado por la ponente, para atender los niveles desde lo operativo a lo estratégico.
Presentado por Gabriela Salinas en SG Virtual Conference
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
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Figure 2. Implementation steps to develop a large computer program for delivery to a customer.
I believe in this concept, but the implementation described above is risky and invites failure. The
problem is illustrated in Figure 4. The testing phase which occurs at the end of the development cycle is the
first event for which timing, storage, input/output transfers, etc., are experienced as distinguished from
analyzed. These phenomena are not precisely analyzable. They are not the solutions to the standard partial
differential equations of mathematical physics for instance. Yet if these phenomena fail to satisfy the various
external constraints, then invariably a major redesign is required. A simple octal patch or redo of some isolated
code will not fix these kinds of difficulties. The required design changes are likely to be so disruptive that the
software requirements upon which the design is based and which provides the rationale for everything are
violated. Either the requirements must be modified, or a substantial change in the design is required. In effect
the development process has returned to the origin and one can expect up to a lO0-percent overrun in schedule
and/or costs.
One might note that there has been a skipping-over of the analysis and code phases. One cannot, of
course, produce software without these steps, but generally these phases are managed with relative ease and
have little impact on requirements, design, and testing. In my experience there are whole departments
consumed with the analysis of orbit mechanics, spacecraft attitude determination, mathematical optimization
of payload activity and so forth, but when these departments have completed their difficult and complex work,
the resultant program steps involvea few lines of serial arithmetic code. If in the execution of their difficult
and complex work the analysts have made a mistake, the correction is invariably implemented by a minor
change in the code with no disruptive feedback into the other development bases.
However, I believe the illustrated approach to be fundamentally sound. The remainder of this
discussion presents five additional features that must be added to this basic approach to eliminate most of the
development risks.
329
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4. STEP 1: PROGRAM DESIGN COMES FIRST
The first step towards a fix is illustrated in Figure 5. A preliminary program design phase has been
inserted between the software requirements generation phase and the analysis phase. This procedure can be
criticized on the basis that the program designer is forced to design in the relative vacuum of initial software
requirements without any existing analysis..As a result, his preliminary design may be substantially in error as
compared to his design if he were to wait until the analysis was complete. This criticism is correct but it misses
the point. By this technique the program designer assures that the software will not fail because of storage,
timing, and data flux reasons. As the analysis proceeds in the succeeding phase the program designer must
impose on the analyst the storage, timing, and operational constraints in such a way that he senses the
consequences. When he justifiably requires more of this kind of resource in order to implement his equations
it must be simultaneously snatched from his analyst compatriots. In this way all the analysts and all the
program designers will contribute to a meaningful design process which will culminate in the proper allocation
of execution time and storage resources. If the total resources to be applied are insufficient or if the embryo
operational design is wrong it will be recognized at this earlier stage and the iteration with requhements and
preliminary design can be redone before final design, coding and test commences.
How is this procedure implemented? The following steps are required.
1) Begin the design process with program designers, not analysts or programmers.
2) Design, define and allocate the data processing modes even at the risk of being wrong. Allocate
processing, functions, design the data base, define data base processing, allocate execution time, define
interfaces and processing modes with the operating system, describe input and output processing, and define
preliminary operating procedures.
3) Write an overview document that is understandable, informative and current. Each and every
worker must have an elemental understanding of the system. At least one person must have a deep understand-
ing of the system which comes partially from having had to write an overview document.
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Figure 5. Step 1: Insure that a preliminary program design is complete before analysis begins.
331
5. STEP2: DOCUMENT THE DESIGN
At this point it is appropriate to raise the issue of - "how much documentation?" My own view is
"quite a lot;" certainly more than most programmers, analysts, or program designers are willing to do if left to
their own devices. The first rule of managing software development is ruthless enforcement of documentation
requirements.
Occasionally I am called upon to review the progress of other software design efforts. My first step is
to investigate the state of the documentation, If the documentation is in serious default my first
recommendation is simple. Replace project management. Stop all activities not related to documentation.
Bring the documentation up to acceptable standards. Management of software is simply impossible withouta
very high degree of documentation. As an example, let me offer the following estimates for comparison. In
order to procure a 5 million dollar hardware device, I would expect that a 30 page specification would provide
adequate detail to control the procurement. In order to procure5 million dollars of software Iwould estimate
~ 1[,00 pa~e specification is about right in order to achieve comparable control,
Why so much documentation?
1) Each designer must communicate with interfacing designers, with his management and possibly
with thecustorner. A verbal record is too intangible to provide an adequate basis for an interface or manage-
mentdecision. An acceptable written description forces the designer to take an unequivocal position and
provide tangible evidence of completion. It prevents the designer from hiding behind the-"l am90-percent
finished" - syndrome month after month.
2) During the early phase of software development the documentationi.sthe specification andi._~.sthe
design. Until coding begins these three nouns (documentation, specification, design) denoteasingtething. If
the documentation is bad the design is bad. If the documentation does not yet exist there is as yet no design,
only people thinking and talking about the design which is of some value, but not much.
3) The real monetary value of good documentation begins downstream in the development process
during the testing phase and continues through operations and redesign. The value of documentation can be
described in terms of three concrete, tangible situations that every program manager faces.
a) During the testing phase, with good documentation the manager can concentrate personnel on the
mistakes in the program. Without good documentation every mistake, large or small, is analyzed by one man
who probably made the mistake in the first place because he is the only man who understands the program area.
b) During the operational phase, with good documentation the manager can use operation-oriented
personnel to operate the program and to do a better job, cheaper. Without good documentation the software
must be operated by those who built it. Generally these people are relatively disinterested in operations and do
not do as effective a job as operations-oriented personnel. It should be pointed out in this connection that in
an operational situation, if there is some hangup the software is always blamed first. In order either to absolve
the software or to fix the blame, the software documentation must speak clearly.
c) Following initial operations, when system improvements are in order, good documentation permits
effective redesign, updating, and retrofitting in the field. If documentation does not exist, generally the entire
existing framework of operating software must be junked, even for relatively modest changes.
Figure 6 shows a documentation plan which is keyed to the steps previously shown. Note that six
documents are produced, and at the time of delivery of the final product, Documents No, 1, No. 3, No. 4,
No. 5, and No. 6 are updated and current.
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7. STEP3: DO IT TWICE
After documentation, the second most important criterion for success revolves around whether the
product is totally original. If the computer program in question is being developed for the first time, arrange
matters so that the version finally delivered to the customer for operational deployment is actually the second
version insofar as critical design/operations areas are concerned. Figure 7 iltustrates how this might be carried
out by means of a simulation. Note that it is simply the entire process done in miniature, toatime scale that
is relatively small with respect to the overall effort. The nature of this effort can vary widely depending
primarily on the overall time scale and the nature of the critical problem areas to be modeled. If the effort runs
30 months then this early development ofapilot model might be scheduled for 10 months. For this schedule,
fairly formal controls, documentation procedures, etc., can be utilized. If, however, the overall effort were
reduced to 12 months, then the pilot effort could be compressed to three months perhaps, in order to gain
sufficient leverage on the mainline development. In this case a very special kind of broad competence is
required on the part of the personnel involved. They must have an intuitive feel for analysis, coding, and
program design. They must quickly sensethe trouble spots in the design, model them, model their alternatives,
forget the straightforward aspects of the design which aren't worth studying at this early point, and finally
arrive at an error-free program. In either case the point of all this, as with a simulation, is that questions of
timing, storage, etc. which are otherwise matters of judgment, can now be studied with precision. Without
this simulation the project manager is at the mercy of human judgment. With the simulation he can at least
perform experimental tests of some key hypotheses and scope down what remains for human judgment, which
in the area of computer program design (as in the estimation of takeoff gross weight, costs to complete, or the
daily double) is invariably and seriously optimistic.
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Figure 7. Step 3: Attempt to do the job twice - the first result provides an early simulation of the final product.
334
8. STEP 4: PLAN, CONTROL AND MONITOR TESTING
Without question the biggest user of project resources, whether it be manpower, computer time, or
management judgment, is the test phase. It is the phase of greatest risk in terms of dollars and schedule. It
occurs at the latest point in the schedule when backup alternatives are least available, if at all.
The previous three recommendations to design the program before beginning analysis and coding, to
document it completely, and to build a pilot model are all aimed at uncovering and solving problems before
entering the test phase. However, even after doing these things there is stillatest phase and there are still
important things to be done. Figure 81ists some additional aspects to testing. In planning for testing, Iwould
suggest the following for consideration.
1) Many parts of the test process are best handled by test specialists who did not necessarily
contribute to the original design. If it is argued that only the designer can perform a thorough test because
only he understands the area he built, this is a sure sign of a failure to document properly. With good
documentation it is feasible to use specialists in software product assurance who will, in my judgment, do a
better job of testing than the designer.
2) Most errors are of an obvious nature that carl be easily spotted by visual inspection. Every bit
of an analysis and every bit of code should be subjected to a simple visual scan by a second party who did not
do the original analysis or code but who would spot things like dropped minus signs, missing factors of two,
jumps to wrong addresses, etc., which are in the nature of proofrea0ing the analysis and code. Do not use the
computer to detect this kind of thing - it is too expensive.
3) Test every logic path in the computer program at least once with some kind of numerical check. If
Iwereacustomer, Iwould not accept delivery until this procedure was completed and certified. This step will
uncover the majority of coding errors.
While this test procedure sounds simple, for a large, complex computer program it is relatively difficult
to plow through every logic path with controlled values of input. In fact there are those who will argue that it
is very nearly impossible. In spite of this Iwould persist in my recommendation that every logic path be
subjected to at least one authentic check.
4) After the simple errors (which are in the majority, and which obscure the big mistakes) are removed,
then it is time to turn over the software to the test area for checkout purposes. At the proper time during the
course of development and in the hands of the proper person the computer itself is the best device for
checkout. Key management decisions are: when is the time and who is the person to do final checkout?
STEP 5: INVOLVE THE CUSTOMER
For some reason what a software design is going to do is subject to wide interpretation even after
previous agreement. It is important to involve the customer ina formal way so that he has committed
himself at earlier points before final delivery. To give the contractor free rein between requirement
definition and operation is inviting trouble. Figure g indicates three points following requirementsdefinition
where the insight, judgment, and commitment of the customer carl bolster the development effort.
SUMMARY
Figure 10 summarizes the five steps that I feel necessary to transform a risky development process
into one that will provide the desired product. I would emphasize that each item costs some additional sum
of money. If the relatively simpler process without the five complexities described here would work
successfully, then of course the additional money is not well spent. Ii, my experience, however, the simpler
method has never worked on large software development efforts and the costs to recover far exceeded those
required to finance the five-step process listed.
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