The document discusses several iterative software development models:
1. The Spiral Model addresses risk at each stage of development by evaluating alternatives and identifying/resolving risks. It is risk-driven rather than document-driven.
2. The Win-Win Spiral Model seeks to provide win conditions for all stakeholders through negotiation. It emphasizes communication, shared vision, and prototyping to incorporate customer feedback.
3. Cleanroom methodology focuses on measuring quality through testing. It promotes cooperation between solution-oriented teams and flexibility through incremental development and technical reviews.
4. Hacking (code-and-fix) is best for low-risk, small projects where bugs can be tolerated and fixed, or projects
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Webvirtue is a leading offshore software development company based in India specialized in ecommerce software development, custom software development, web software development and more. For more details visit here http://www.webvirtue.com/software-development.php
In the world of agile, there is theory and then there is practice. We like to talk about self-organizing teams, asynchronous execution, BDD, TDD, and emergent architecture. We also talk about cross-functional teams: how analysts, testers, architects, technical writers, and UX designers belong on the same team, right next to programmers. It all sounds nice in theory, but how does this work in reality? What do these people actually do? How do they interact? What does it look like? Is there really a pragmatic way to make this work?
In this simulation, a cross-functional team will actually build a piece of software. Every specialist will have a hand in the process. Every specialist will also act as a generalist. Everyone will add value. And as a team, we’ll get something DONE.
This is your opportunity to see agile development in practice, and to bridge the gap between what agilists say and what teams do. And it’s not as new or as difficult as you think – affinity between testers, BA’s, coders, and other team members has really been at the root of effective development practices all along. Let’s just finally acknowledge that it works, demonstrate its capabilities, and encourage it going forward.
This IS agile development.
This talk was given at Eurostar 2013 in Gothenburg, Sweden.
“Significant forces in the IT industry that mean testing in most organisations is under extreme pressure. Bosses wonder why they need people ‘over here’ to make sure people ‘over there’ do their job properly. Users, analysts, developers and testers may have to redistribute responsibility for testing and checking and by collaborating more effectively.
Testers won’t drive this transition, and they may be caught out if they ignore the winds of change. There's complacency, self-delusion and over capacity in the testing business; there is too little agreement about what testing is, what it’s for or how it should be done. In this talk, Paul will suggest what leadership is required in our industry, the market and our organisations.
Of course, some responsibility will fall on your shoulders. Whether you are a manager or technical specialist, there will be an opportunity for you to lead the change.”
The first part of this presentation is a situational assessment of typical challenges in IT project delivery using the SCRAP (Situation, Complication, Resolution, Action, Proof) model. This is essentially a business case for Agile. So if you are looking for ways to get buy-in for Agile, this is the place to be.
The second part of this presentation shows you what Agile is from 50,000 ft. From this high up, we'll be covering the essential elements from a business and management perspective. We'll cover what Agile is, what it does, how it works and what it achieves.
If you are interested in learning or communicating the value of Agile, then this is the presentation for you!
Please email me if you would like a download.
I believe that our existing models of testing are not fit for purpose – they are inconsistent, controversial, partial, proprietary and stuck in the past. They are not going to support us in the rapidly emerging technologies and approaches. The certification schemes that should represent the interests and integrity of our profession don’t, and we are left with schemes that are popular, but have low value, lower esteem and attract harsh criticism. My goal in proposing the New Model is to stimulate new thinking in this area.
eurostarconferences.com
testhuddle.com
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In the world of agile, there is theory and then there is practice. We like to talk about self-organizing teams, asynchronous execution, BDD, TDD, and emergent architecture. We also talk about cross-functional teams: how analysts, testers, architects, technical writers, and UX designers belong on the same team, right next to programmers. It all sounds nice in theory, but how does this work in reality? What do these people actually do? How do they interact? What does it look like? Is there really a pragmatic way to make this work?
In this simulation, a cross-functional team will actually build a piece of software. Every specialist will have a hand in the process. Every specialist will also act as a generalist. Everyone will add value. And as a team, we’ll get something DONE.
This is your opportunity to see agile development in practice, and to bridge the gap between what agilists say and what teams do. And it’s not as new or as difficult as you think – affinity between testers, BA’s, coders, and other team members has really been at the root of effective development practices all along. Let’s just finally acknowledge that it works, demonstrate its capabilities, and encourage it going forward.
This IS agile development.
This talk was given at Eurostar 2013 in Gothenburg, Sweden.
“Significant forces in the IT industry that mean testing in most organisations is under extreme pressure. Bosses wonder why they need people ‘over here’ to make sure people ‘over there’ do their job properly. Users, analysts, developers and testers may have to redistribute responsibility for testing and checking and by collaborating more effectively.
Testers won’t drive this transition, and they may be caught out if they ignore the winds of change. There's complacency, self-delusion and over capacity in the testing business; there is too little agreement about what testing is, what it’s for or how it should be done. In this talk, Paul will suggest what leadership is required in our industry, the market and our organisations.
Of course, some responsibility will fall on your shoulders. Whether you are a manager or technical specialist, there will be an opportunity for you to lead the change.”
The first part of this presentation is a situational assessment of typical challenges in IT project delivery using the SCRAP (Situation, Complication, Resolution, Action, Proof) model. This is essentially a business case for Agile. So if you are looking for ways to get buy-in for Agile, this is the place to be.
The second part of this presentation shows you what Agile is from 50,000 ft. From this high up, we'll be covering the essential elements from a business and management perspective. We'll cover what Agile is, what it does, how it works and what it achieves.
If you are interested in learning or communicating the value of Agile, then this is the presentation for you!
Please email me if you would like a download.
I believe that our existing models of testing are not fit for purpose – they are inconsistent, controversial, partial, proprietary and stuck in the past. They are not going to support us in the rapidly emerging technologies and approaches. The certification schemes that should represent the interests and integrity of our profession don’t, and we are left with schemes that are popular, but have low value, lower esteem and attract harsh criticism. My goal in proposing the New Model is to stimulate new thinking in this area.
eurostarconferences.com
testhuddle.com
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What is the job of a CTO and how does it change as a startup grows in size and scale? As a CTO, where should you spend your focus? As an engineer aspiring to be a CTO, what skills should you pursue? In this inspiring and personal talk, I describe my journey from early Red Hat engineer to CTO at Bloomon. I will share my view on what it means to be a CTO, and ultimately answer the question: Should the CTO be coding?
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1. General Idea of IterativeGeneral Idea of Iterative
Models- Spiral ModelModels- Spiral Model
CS 641
13 September 2001
Presented by
Matt Heusser & Tabrez Sait
3. Waterfall Model – RevisitedWaterfall Model – Revisited
• Disadvantages of Waterfall Model
– 1. Real projects are rarely so straightforward and sequential
– 2. It is generally not possible to completely define (and
freeze) all the requirements at the start of the project
– 3. Problem is discovered in testing?
– 4. Freight-Train Effect, or Late, or Over-Budget
4. What is “Wicked Problem”What is “Wicked Problem”
• Problems we can’t really understand
until we’ve developed a solution.
• “That is not what I want ... but now I
know what I do want!”
5. The Mythical Man Month-The Mythical Man Month-
Dr. Frederick BrooksDr. Frederick Brooks
• In software projects, what
will take one person ten
months can not be solved by
ten people in one month.
• Throwing people onto a late
project will just make it later
• Because of Wicked
Problems, “Plan to the throw
one away”
6. • Put together a team of “Smart
Guys” from multiple disciplines
• Develop the GUI on Paper
• Code the GUI in a fast language
(Make it look like it’s working)
• Show it to the USERS (A Picture
is worth a 1,000 words)
• Get Feedback
Rapid PrototypingRapid Prototyping
<=Requirements=>
**<=Prototype=>**
<=Design=>
<=Code=>
<=Test=>
<=Deploy=>
7. Case Study- RADCase Study- RAD
Grand Community Calendar ProjectGrand Community Calendar Project
– Project Manager, Developer, Community
Members write user requirements
– Coder writes sample HTML
– Shows the web page; heads bob, some
changes to navigation
– DBA, Coder, Project Manager determine the
architecture (Design)
– Coding & Review
– Shifting Requirements priced project out-of-
budget
8. Problems With PrototypingProblems With Prototyping
• No “Current” Documents
• Functional Spec is Prototype +
Feedback
• Prototype is not “baseline”
functionality
• Same problems with Functional
Spec as waterfall!
9. Prototyping Part II:Prototyping Part II:
The Rigged DemoThe Rigged Demo
• Re-Visit and improve
the prototype to serve
as a “baseline”
• Turns prototype into a
“rigged demo”
• Show that to the
customer
Listen To
Customer
Build/Revise
Mockup
Customer Test
Drives Mockup
10. At theAt the DemoDemo DialogueDialogue
• Customer:“This looks great, and it looks like you’re about
done. When can we have it?”
• Developer: “Uh, it’s only a prototype – we plan to throw it
away and start over.”
• Customer: “No – this is exactly what we need, and we need
it now! We’ll take 50 prototypes!”
– The Sales Guy begins to see $$
signs.
– Under Rigged Demo scenarios,
there is either a lot of wasted effort,
or prototypes that were never
intended to ship end up shoved into
production.
11. Case StudiesCase Studies
Multi-Stage PrototypingMulti-Stage Prototyping
• Telecommunication
– The prototype made the sale!
– Was pushed into production
– From user requirements to “Ship”ing in 4 month
– Errors, Bugs, High Turn-Over
– Had to support bug fixes plus “incremental” change
• Visual Product Explorer
– Prototype created for internal consumption
– Feedback Cycle
– Modified for trade demo
– Next step: How do we write the spec?
– Product is the spec; shove it into production!
12. Iterative ModelsIterative Models
What’s an Iteration?What’s an Iteration?
• Iterative Design: Code as much as you can questions surface, then start
over.
• Every model we’ll talk about below is a variation on the Iterative Model.
14. Risk AssessmentRisk Assessment
• Spiral Model – risk driven rather
than document driven
• The "risk" inherent in an activity is
a measure of the uncertainty of the
outcome of that activity
• High-risk activities cause schedule
and cost overruns
• Risk is related to the amount and
quality of available information.
The less information, the higher
the risk
• What happened with Denver
Airport Luggage System?
15. Spiral ModelSpiral Model
Strength and WeaknessesStrength and Weaknesses
• Strengths
– Introduces risk management
– Prototyping controls costs
– Evolutionary development
– Release builds for beta testing
– Marketing advantage
• Weaknesses
– Lack of risk management experience
– Lack of milestones
– Management is dubious of spiral process
– Change in Management
– Prototype Vs Production
16. Win Win Spiral ModelWin Win Spiral Model
• Win-Win Spiral Process Model is a model of a
process based on Theory W, which is a
management theory and approach "based on
making winners of all of the system's key
stakeholders as a necessary and sufficient
condition for project success."
17. WinWin Spiral ModelWinWin Spiral Model
•Identify Next Level Stake holders•Identify Stake holders win conditions•Validate product & process definitions•Review, commitment•Reconcile Win conditions•Evaluate Product & Process Alternatives•Define next level of product and process
18. Win Win Spiral ContWin Win Spiral Cont
• Identifying the system's stakeholders and their
win conditions and
• reconciling win conditions through negotiation to
arrive at a mutually satisfactory set of objectives,
constraints, and alternatives for the next level.
• Evaluate Product and Process Alternatives.
Resolve Risks
• Define next level of product and process -
including partitions
• Validate Product and Process Definitions
• Review, commitment
19. WinWin Spiral-WinWin Spiral-
Anchor PointsAnchor Points
• Life Cycle Objective(LCO)
– What should the system accomplish?
• Life Cycle Architecture(LCA)
– What is the structure of the system?
• Initial Operational Capability(IOC)
– The first released version
21. Key Elements of IOC MilestoneKey Elements of IOC Milestone
• Software preparation
– Including both operational and support software with
appropriate commentary and documentation
– data preparation or conversion
– the necessary licenses and rights
• Site preparation
– including facilities, equipment, supplies and vendor
support
• User, Operator and Maintenance preparation
– including selection
– team building
– training
22. Win Win Spiral - Case StudyWin Win Spiral - Case Study
• Extending USC Integrated Library System to access
multimedia
– Flexibility and Discipline let the projects teams adapt to
challenges while staying on schedule
– Use of risk management helped team focus on CSF for their
projects
– One cycle for each milestone
– Communication and trust between stakeholders, shared vision
– Don’t finish negotiations before prototyping
– Client acceptance
23. Another ExtremeAnother Extreme
CleanRoom MethodologiesCleanRoom Methodologies
• Testing techniques that focus on
measuring quality;
• Solution-oriented teams that encourage
cooperation, reduce the dependence on
"gurus," and promote flexibility
• Documentation structures that reveal
the big picture and help team members
maintain intellectual control.
• From Hardware Cleanrooms
• An incremental process that encourages continuous improvement;
• Technical reviews that prevent defects and significantly reduce
costs
• Design and coding practices that make it easy to adapt as
requirements change
24. Clean Room ContinuedClean Room Continued
• REAL Peer Review Mathematical proof of correctness
(Challenges associated with it?)
• Functional Specifications as Box Diagrams (State, Black, Clear)
25. Yet Another Extreme: HackingYet Another Extreme: Hacking
• Hacking:
– Code ‘n Fix
– More Common than you thought
• Makes Sense for:
– Low-Risk, Small Project
– We know exactly what we want (not “Wicked”)
– Use once, then throw away
– Bugs can be tolerated/fixed
• Problem:
– “Why not just re-use Hack X here with change Y …”
– Hack Code is hard to maintain, but appealing from a
management perspective.
• Case Study:
– I’m guessing … just about every project you ever did as an
undergraduate.
26. SummarySummary
• Waterfall
– good for budgeting, but doesn’t analyze risk or have a
good way to manage errors found later in the process.
• Iterative
– Models attempt to solve this by coding “as far as
possible”, gathering feedback, and coding again..
– Prototyping “Plan to throw one away”, then re-build it
“right.”
– Incremental (“Staged”) Delivery Builds the software
by a series of waterfalls
Summary
27. • Spiral:
– Addresses Risk at every stage & let the
stakeholders determine the outcome.
• Win/Win
– Seeks ways to provide customer feedback through
anchor points, manages risk for management, and
provides win conditions for developers.
• Cleanroom / Hacking
– Are alternative models that work for large projects
that must work right the first time, and small
projects with little risk.
Summary
28. ResourcesResources
• Generally Interesting Theories for REAL-WORLD Development:
• Wicked Problems/State of Coding:
– http://www.unidata.ucar.edu/staff/caron/collab/wicked.html
– http://www.chc-3.com/pub/beautifulsoftware.htm
• Mythical Man Month
– (
http://www.amazon.com/exec/obidos/ASIN/0201835959/ref=bxgy_sr_text_a
)
• Code Complete
– (
http://www.amazon.com/exec/obidos/ASIN/1556154844/ref=bxgy_sr_text_a
)
• Joel Spolsky on Real-World Software Development
– http://www.joelonsoftware.com
• Software Engineering, A Practitioner’s Approach
– http://www.mhhe.com/engcs/compsci/pressman/
29. Resources (2)Resources (2)
• Spiral Model
– Using the WinWin Spiral Model: A case study, Boehm Barry, July
1998, Computer
• Spiral Development workshop
– www.sei.cmu.edu/cbs/spiral2000/february2000/BoehmSR.html
• Anchoring the Software Process, Boehm Barry
– http://www.csis.gvsu.edu/~ferguson/classes/cs641/papers/ASP.pdf
• Denver Airport Project
– http://www.time.com/time/magazine/archive/1994/940516/940516.tr
ansportation.html
• Cleanroom Model
– http://www.cleansoft.com/cleansoft_mgrguide.html
– http://www.sei.cmu.edu/pub/documents/96.reports/pdf/tr022.96.pdf
• Hacking
– http://www.plethora.net/~seebs/faqs/hacker.html
30. HomeworkHomework
• Objective Question
– One major difference between
the Waterfall and iterative
models is that the iterative
models address risk. How do
they do that?
• Subjective Question
– Which of these models is the
best for the Customer? The
Seller? Why?