Requirements Gathering using Object-Oriented Models

Transcription

1 Requirements Gathering using Object-Oriented Models roject Management roject project is a temporary venture decided to create a single product, service or outcome. 1

2 rojects Vs Operations (services) rojects Hight level of innovation Many unknowns High risk Low experience More intuitive approach More volatile Leadership Operations High degree of standardization Few unexpected Known risks Similar experience / known recipe More formal and structured approach More stable leadership Characteristics of an I roject imeframe urpose Ownership Resources (time, money, people) Roles and Skills sets Risks and ssumptions Interdependent asks Organizational asks Organizational Environment 2

3 roject Management he "project management" is the methodological organization implemented to ensure that the product produced by the project team meets the customer's expectations and is delivered in the conditions, cost and timeframe. he objective of project management is to ensure the coordination of the actors and tasks in order to ensure efficiency and profitability. roject Lifecycle he "life cycle of the project" is the sequence of steps and validations between the emergence of the need and the delivery of the product. he "life cycle of the structure" corresponds to the steps and deliverables required for the construction of the structure. Needs Solution rojet Needs Satisfaction Conduct project 3

4 he 4 important elements in project management eople (human resource) - the most important element in the success of a project. roduct - the software or system to be developed. rocess - the set of activities and procedures that must be followed to get the job done. roject - all the work required to produce the product. Standish Group 2015 Chaos Report Source: 4

5 Standish Group 2015 Chaos Report Standish Group 2015 Chaos Report 5

6 Why rojects Fail? eople rocess and ways to do it ecnologies Organizational constraints oor requirements Ect. Key Success Factors Value-Based pproach and Benefits eopleware before software and hardware Well-applied project management principles Identification, collection and sharing of information (Knowledge management) 6

7 Challenges in an I roject Understand the complexity of the project Invisible product (visible only at the end) Fast evolution of the echnologies Understand the business creative exercise 3 fundamental variables Human Resources Cost 7

8 rinciple of the cone of incertude Suppose / Discover Explore/djust Guess roject lans mong the many questions that can be addressed with a plan are: 1. What do you and/or your team does first? 2. What should come next? 3. How many people do you need to accomplish your project? 4. What resources do you need to accomplish your project? 5. How long will it take? 6. What can you get completed by the end of the semester or quarter? 7. When will the project be finished? 8. How will we know we are done with the project? 8

9 he scope of the project Scope Context Clear, precise and concise information Measurable objectives Features and performance. he scope of the project should not be interpreted. It must be understandable to all project stakeholders at all levels, both by management and by the members of the project team. ask In project management, a task is an activity that needs to be accomplished within a defined period of time or by a deadline to work towards workrelated goals. task can be broken down into assignments which should also have a defined start and end date or a deadline for completion. 9

10 Resources In project management terminology, resources are required to carry out the project tasks. hey can be people, equipment, facilities, funding, or anything else capable of definition (usually other than labour) required for the completion of a project activity. Schedule In project management, a schedule is a listing of a project's milestones, activities, and deliverables, usually with intended start and finish dates Milestones are tools used in project management to mark specific points along a project timeline. hese points may signal anchors such as a project start and end date, a need for external review or input and budget checks, among others. In many instances, milestones do not impact project duration. 10

11 Cost Cost management is the process of planning and controlling the budget of a business. Cost management is a form of management accounting that allows a business to predict impending expenditures to help reduce the chance of going over budget. Risk roject risk is defined by as, "an uncertain event or condition that, if it occurs, has a positive or negative effect on a project's objectives. 11

12 Stakeholders roject champions: they define the business issues and they have an important influence on the project. he project manager: he must plan the work to be done. It must motivate, organize and manage its staff. eam members: they have the technical knowledge and expertise to develop the product. he customer: it determines the specifications and requirements of the product to be developed. End users: they use the product when it is delivered. roject eam How to manage? How to collaborate? How to motivate? How to organize? How to create synergy? 12

13 Manager he MOI (Motivation-Organization-Ideas / Innovation) Motivation - the ability to encourage staff to surpass themselves in their work. Organization - the ability to structure and coordinate the various activities in an efficient and harmonious way in order to deliver the final product. Ideas or innovation - the ability to encourage people to innovate and feel creative even when they have to work within set limits for a particular software product or application. roject eam he following elements must be taken into account in choosing the structure of the project team: the complexity of the project; he size of the project in terms of code lines or required functionality; he duration of the project; Number of deliverables; he level of reliability and quality required for the system; he level of flexibility with respect to the delivery date (the project schedule); he level of communication required for the project. 13

14 voiding a "toxic" team "frenetic" working atmosphere where team members lose a lot of energy and focus on the main objectives of the work to be performed. Frustrations caused by staff, organization or technological factors that can create friction among the members of the team. Heavy procedures to administer" or poorly defined or ill-chosen process models that may become an obstacle to achievement. Vague and imprecise definition of the roles and responsibilities of project team members. "Continuous and repeated exposure to failure" which can lead to a loss of confidence and a decline in the morale of the team. Winning team eam members trust each other. he distribution of tasks must be appropriate to the qualifications and skills of each member of the team. "Non-conformists" must be excluded from the team. Cohesion must be maintained in the team. utonomous team an appropriate organizational and hierarchical structure Significant autonomy 14

15 Importance of good communication he dissemination of information involves gathering, sharing and disseminating information to project stakeholders in a time frame throughout the project life cycle. roject information can be disseminated using a variety of methods, including: roject meetings, dissemination of paper documents, manual filing systems and shared access to electronic databases; Electronic communication and conference tools, such as , fax, voic , telephone, videoconferencing and Intranet publishing; Electronic project management tools such as Ms roject software, meeting and virtual desktop software, portals and collaborative work management tools. Critical ath Special attention to tasks on the critical path Milestone deadlines and when moving resources Delays in critical path, delay the project Which can not be shortened with more time or people? Which are beyond your control? e.g. depending on an outside vendor or supplier 15

16 Baselines In project management there are three baselines schedule baseline, cost baseline and scope baseline. he combination of all three baselines is referred to as the performance measurement baseline. baseline is a fixed schedule, which represents the standard that is used to measure the performance of the project Work Breakdown Structure(WBS) Often referred to as Work Breakdown Structure (WBS) he WBS is a hierarchical, deliverable-oriented breakdown of the work to be performed by the project team to achieve project objectives and create the deliverables required. he WBS organizes and defines all the content of the project. It subdivides the project work into smaller, easier-to-control parts, so that by going down one level in the WBS, the definition of project work becomes more detailed. he decomposition process is completed when all deliverables and activities are clearly defined. 16

17 Work Breakdown Structure he process When the scope of the project is defined Consider the characteristics specific to the project Determine the level of rigor required Define the activities to be carried out for each stage of the project Determine at each stage of the project: Software engineering activities and processes; he human resources required for the activities; he duration of each activity; Deliverables to be produced; he control points. 17

18 he process he project is in danger when... he project team does not understand the client. he scope of the project is ill-defined. he changes are poorly managed. he technology decided upon changes during the project. Business needs change or are ill-defined. he timing of the project is unrealistic. Resources are insufficient. Users are reluctant to change. Loss of principal sponsor or sponsor has never been obtained. he project team does not have the resources to do the job. Managers and staff do not apply good work practices or take lessons learned into account. Winning approach to a project Start on the right foot. his can be achieved by working hard to understand the project (the problem to be solved) and above all to set realistic goals and expectations. Maintain a momentum. he project manager must always keep the motivation of his / her team through incentives; he team must make one of its priorities: the quality of the deliverables; he management should be held, if possible, away in the management of the daily work of the team. Monitoring progress. Regularly monitor the progress of deliverables, schedule and budget. Control points and formal inspections should be an integral part of quality assurance activities. Make good decisions. Decisions of the project manager and his / her team should be kept as simple as possible. Do a post-mortem. t the end of the project, make a global analysis of the project and the lessons learned. 18

19 roject Management Software roject Management -Gantt Chart 19

20 Software Life Cycle he "software lifecycle" refers to all stages of software development from design to disappearance. he objective of such a division is to allow the definition of intermediate milestones allowing the validation of the software development, that is to say the conformity of the software with the needs expressed, and the verification of the development process. It means the adequacy of the methods used. he origin of this division comes from the fact that the errors have a higher cost because they are detected late in the proces. he life cycle makes it possible to detect the errors at the earliest and thus to control the quality of the software, the delays of its realization and the associated costs. Software Development Steps (IEEE 1074) Goals definition Needs analysis Conception Coding Validation Documentation roduction Maintenance 20

21 Models / processes of the development cycle In order to be able to have a common methodology between the customer and the development service company, life cycle models have been developed defining the stages of the development as well as the documents to be produced allowing to validate each one of the steps before proceeding to the next. t the end of each phase, the reviews are organized. raditional pproach hese methodologies are based on a sequential series of steps like requirements definition, solution building, testing and deployment. raditional software development methodologies require defining and documenting a stable set of requirements at the beginning of a project. 21

22 Waterfall Model (linear) he waterfall life-cycle model was developed in 1966, then formalized around It defines sequential phases at the end of each of which documents are produced to verify compliance before proceeding to the next : Specification Validation General Conception Verification Detailed Conception Verification Coding Unit test Integration Relationship between each step and the next Outputs of a specific step are the entries for the next step New ideas are incorporated at the stage level to form the new deliverables Integration test roduction Validation Maintenance GILE pproach he "agile" development models aim to reduce the life cycle of the software (thus accelerating its development) by developing a minimal version and then integrating the functionalities by an iterative process based on a customer listening and tests throughout the Development cycle. he origin of agile models is related to the instability of the technological environment and the fact that the client is often unable to define his needs exhaustively from the beginning of the project. he approach is based on individuals and interactions rather than on processes and tools. Software development rather than exhaustive documentation Openness to change rather than a rigid plan he client is a full-fledged pilot of his project and gets a very early start-up Being gile, it is a philosophy and a state of mind much more than a recipe or method 22

23 4 Fundamental Values Individuals and their interactions more than rocesses and tools Software that works more than Detailed documentation Collaborating with the client more than negotiating contracts Quickness to change more than Follow a plan Scrum Methodology It is based on a close-knit team, which seeks to achieve a modest and precise objective; o focus the team iteratively on a set of functionalities to be realized in iterations of fixed duration of one to four weeks, called "Sprints ; Each sprint has a goal to achieve and aims to deliver a partial but functional product; he customer must have an active participation in setting the priorities of a sprint; You can change everything except the content of a sprint 23

24 Scrum Methodology he Backlog Contains a list of all the needs expressed by users; Feeded at all times throughout the project; Each element of the product booklet is associated: he estimated effort for the realization (in points). he value of business that helps prioritize the elements t the start of each sprint the team allocates a number of points to the product owner who selects the items to be produced; he elements selected for the next sprint form the Backlog. he team adds the tasks required to complete each of the elements. 24

25 he Backlog roject Reports Baseline ime 1 Year R1 R2 R3 R4 R5 R6 R7 R8 R9 R10 Yes surely ossible, so yes Not sure, maybe s long as there is, Why not? Estimation of effort by a report(r) 2.5 Days (nalysis) 10 Days ( programming) 2.5 Days (test + adjusts) 25

26 raditional pproach - Waterfall nalysis 2 months rogramming 8 months R1->R10 R1->R3 R4->R6 R6->R8 R11? est 2 months R1->R7 Delivered- ested R1->r7 Effort without value nalysis R8,R9, R10 = 7.5 days rogramming R8 = 10 days otal 17.5 days Delay 3 weeks drop R10 Delay 3 weeks drop R9 Delay 1 weeks drop R8 gile pproach - Scrum S0 S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15 S16 S17 Backlog S1 S1 R1 S2 R2 S3 R3 S4 R4 R5 S5 R6 S6 S7 R7 R8 X XR9 R10 X R11? R1 S2 R2 S3 R3 S4 R11 R4 R6 S5 R5 S6 S7 R7 S= Sprint 1 Sprint = 3Weeks = nalysis = programming = est 26

27 Daily Each working day includes a meeting of 15 minutes maximum Each member of the team must answer 3 questions.. What tasks did I advance yesterday? What tasks would I like to advance today? What difficulties do I encounter? he goal f this meeting is not to solve the problems on the field but to synchronize the efforts of the team for a good working day he end of sprint meeting Sprint Review; he team starts by stating the roduct Backlog items it has produced; he team demonstrates the work carried out, tested and ready to be delivered; he product owner accepts or rejects the work; sprint resumption is carried out by the team What was good? What wasn t good? What do we want to improve in the next sprint? 27

28 roject Managment Software MS roject JIR Gantter Scrum (Seenowdo) 28