Phases, Activities, and Work Products. Object-Oriented Software Development. Project Management. Requirements Gathering

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Object-Oriented Software Development

What is Object-Oriented Development

Object-Oriented vs. Traditional Development

An Object-Oriented Development Framework

Phases, Activities, and Work Products

A work product is a “concrete result of a planned project-related activity such as analysis or project management. Work products include items delivered to the customer and items used purely internally within a project.”

Phases, Activities, and Work Products

[OOTC 97]

“A development phase is a state of product development that focuses on making progress on a particular aspect or facet.”

Project Management

After initial project planning, define development activities and allocate resources to the activities. Allocate requirements to releases and manage project schedule and issues.

An organized list of work products that are expected to comprise the project workbook.

Project Workbook Outline Resource Plan

Schedule Risk/Option Management Plan Test Plan Issues

Analysis of the resources required for the successful completion of the project.

A task time line showing dates, milestones, critical path, etc.

Lists development options and describes the plan for minimizing project risks.

Outlines the project’s plan for testing the application.

A list of outstanding issues, questions, and concerns that are reviewed on a regular basis.

Phases Activities Work Products

Metrics The planned and actual measurements, and statistics.

Requirements Gathering

Phases Activities Work Products Requirements

Gathering

Group functional requirements (into use cases) and prioritize them.

Description of the problem to be solved in non-technical terms.

Problem Statement Use Cases (functional requirements)

An OO formalization of functional requirements describing the usage of the system by external agents.

Requirements that do not belong to user function, such as performance, platform, quality.

Nonfunctional Requirements

Prioritized Requirements

Defines the relative priorities of functional and nonfunctional system requirements.

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UI Design

Phases Activities Work Products UI Design Document how users will

interact with the application.

Describes the user interface guidelines and standards.

Guidelines

Screen Flows Documents user navigation through the application’s user interface.

Screen Layouts

Documents details of all screens.

UI Prototype A prototype built to show users the ”look and feel.”

OOA&D

Phases Activities Work Products Object-

Oriented Analysis &

Design

Analysis:

Identify objects, their attributes, behaviors, and interrelationships.

Develop solutions to system usage scenarios in terms of active objects that group related tasks and communicate with other objects in order to complete them.

Records the details of the analysis and design approach being followed.

Guidelines

Description of the high-level components/

structures of the system and the design principles guiding the implementation.

System Architecture

Object Model A consolidated model describing the classes of a system together with their responsibilities and static interrelationships.

Scenarios Descriptions of required systems behaviour.

Scenarios refine use cases and are formalized in OIDs.

A working out of a scenario, showing the interactions between objects to accomplish (the implementation of) a task.

OIDs (Object Interaction Diagrams) Design:

Plan a solution to the problem examined during analysis in terms of interacting objects, within the constraints specified by the nonfunctional requirements.

Show the life cycle of an object, i.e. its possible states and state transitions.

State Models

Classes Detailed descriptions of all classes.

File Structure The files and their structure as required by the system.

Traceability Matrix

A cross-reference table that relates design elements to requirements.

Implementation & Testing

Phases Activities Work Products Implemen-

tation

Systematically code the classes as specified in the class descriptions so that they can be built and installed on the target platforms.

A description of the coding guidelines and standards.

Coding Guidelines

The actual implementation of the product.

Source Code User Support Materials

Documentation, delivered in various forms, which support the customer’s use of the product.

Testing Insure that the application meets the requirements set forth in the problem statement and requirements gathering work products.

The testing and quality assurance work products.

Test Cases

Prototypes Intermediate products.

Miscellaneous Work Products

Meeting Minutes

The minutes of all project meetings.

Miscellaneous Glossary Definitions and terminology.

Back-level work products.

Historical Work Products Document miscellaneous

activities in appendices and add them to the project workbook.

... ^...

The time logs of the people allocated to the project.

Time Logs

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presentations.

Course Related Work Products

Subcontract A contract with an external team to deliver a specified piece of software.

Course organization

A presentation of your team and the members of the team.

Team Description Document course specific

aspects and support course organization.

Prototype Evaluation

An evaluation of another team’s prototype.

Weekly Reports

Progress reports with up-to- date project information.

Final Report A complete document set.

Work Product Definition

Description

Purpose

Participants

Timing

Techniques

Strengths

Weaknesses

Notation

Traceability

Advice & Guidance

Verification

Examples

References

Importance

Defined in detail in [OOTC 97]:

Seehttp://<course homepage>/Deliverables.html for a detailed description of the course’s deliverables and

http://forc.darkeye.net

for an example from a previous course.

Project Management

produce

Activity Result

“Just do it.”

to produce

Activity Result

Planning

Evaluation

input to to improve

Think first and look what you did.

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Project acquisition

Initial project planning

Resources assessment

Risk and option analysis

Cost estimation

Project scheduling

Project tracking and control

Reporting

Not required in this course

Project Management Activities

Define work breakdown structure

ÎBreak down the project into manageable tasks

ÎIdentify all activities/ tasks that a project must undertake

Distribute effort

ÎDefine duration and start/ end dates for all activities/ tasks ÎIdentify parallelism

Assign tasks

ÎAssign resources to tasks

0Do not forget the project functions, lectures, meetings, etc.

Project Scheduling

Example Effort Distribution

0 50 100 150 200 250 300 350 400

Lectures Meetings

Planning uirements

GUI design Analysis

Design Testing Coding

sentations Subcontract

Code subc.

of prototypeManual Final report

ing minutes Other 0

50 100 150 200 250

week35 week36 week37 week38 week39 week40 week41 week42 week43 week44

total time in h actual plan

Another Group

0 50 100 150 200 250 300 350

Lectures

Administration

Study assignments Documentation

Implementation Integration

Testing

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Another Group (10 cr version)

A Project Schedule

Time vs budget vs quality

higher costs

reduce control/

documentation

decreasing quality

fix a problem

moretime overtimework

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Task management

Risk management

Issue management

Quality management

Don’t forget to schedule time

for these activities

Project Tracking and Control

Risk Management

Investigate potential risk factors

Risk

Likelihood of occurrence

Impact

Define mitigation strategies (i.e. be prepared)

What can be done to avoid the problem(s)

What can be done to solve the problem(s)

Monitor risks

Determine if predicted risk occurs

Properly apply risk aversion steps

Collect info for future risk analysis

Example

Assume

Risk = High staff turnover

Likelihood of occurrence = 70%

Impact = Increase project time by 15%, project cost by 12%

Mitigation strategy

Identify high turnover causes

Reduce causes before project starts

Develop techniques to assure work continuity in light of turnover

For example ...

or ...

Top Ten Project Risks

Staff deficiencies

Unrealistic schedules and budgets

Developing the wrong functions

Developing the wrong interface

Over-engineering

Requirements volatility

Externally developed items

Externally performed tasks

Performance problems

Assumptions on technology

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Software’s Ten Essentials

A product specification

A detailed user interface prototype

A realistic schedule

Explicit priorities

Active risk management

A quality assurance plan

Detailed activity lists

Software configuration management

Software architecture

An integration plan

See IEEE Software 14(2), Mar/Apr 1997, 143-144.

Significant Student Project Risks

Personnel schortfalls

Lack of Commitment

Interpersonal incompatibility

Lack of critical project skills (technical and management)

Communication problems

Unrealistic schedule, budget, and process

External (COTS) components

Requirements mismatch

UI mismatch

See Proceedings CSEE&T 2004, 132-137.

16 Critical Software Practices ^TM

Weekly Reports

Will help you and us to track project progress

Provides information/ data to access project status

Major events and/or decisions

Major changes to schedule (and resources)

Top-10 risk list

Major changes to issues list

Statistics/ data

Is project on schedule?

Resources spent (per person, per category, last week, accumulated)

Productivity (LOC, LOD, ...; last week, accumulated)

Summary of issues change log (new issues, closed issues, ... ; last week, accumulated)

(QA?)

(...)

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An Example Top-10 Risk List

... ...

...

Two members are not available for this week. Other team members will put extra effort this week.

4 4

2 Personal

shortfalls

Performed multilingual NLP COTS survey. Applied for academic discount.

5 1

1 COTS

availability

# Weeks Previous

CurrentWeekly Ranking Risk Resolution Progress Risk Items

Phases, Activities, and Work Products. Object-Oriented Software Development. Project Management. Requirements Gathering

Object-Oriented Software Development

What is Object-Oriented Development

Object-Oriented vs. Traditional Development

An Object-Oriented Development Framework

Phases, Activities, and Work Products

Phases, Activities, and Work Products

Project Management

Requirements Gathering

UI Design

OOA&D

Implementation & Testing

Miscellaneous Work Products

Course Related Work Products

Work Product Definition

Defined in detail in [OOTC 97]:

Contents

Introduction

Object-Oriented Software Development

Project Management

Requirements Gathering

(G)UI Design

Object-Oriented Analysis and Design

Advanced Topics in OOA&D

Implementation and Testing

References

Project Management

Project acquisition

Initial project planning

Cost estimation

Project scheduling

Project tracking and control

Reporting

Project Management Activities

Define work breakdown structure

Distribute effort

Assign tasks

0Do not forget the project functions, lectures, meetings, etc.

Project Scheduling

Example Effort Distribution

Another Group

Another Group (10 cr version)

Another Group (10 cr version)

A Project Schedule

Time vs budget vs quality

fix a problem

Task management

Risk management

Issue management

Quality management

Don’t forget to schedule time

for these activities

Project Tracking and Control

Risk Management

Investigate potential risk factors

Define mitigation strategies (i.e. be prepared)

Monitor risks

Example

Assume

Mitigation strategy

Top Ten Project Risks

Staff deficiencies

Unrealistic schedules and budgets

Developing the wrong functions

Developing the wrong interface

Over-engineering

Requirements volatility

Externally developed items

Externally performed tasks

Performance problems

Assumptions on technology

Software’s Ten Essentials

A product specification

A detailed user interface prototype

A realistic schedule

Explicit priorities

Active risk management

A quality assurance plan

Detailed activity lists

Software configuration management

16 Critical Software Practices ^TM