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Software Systems Development Process Overview in .NET Generator gs1 datamatrix barcode in .NET Software Systems Development Process Overview




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3.3 Software Systems Development Process Overview use visual studio .net ecc200 encoding toinsert 2d data matrix barcode for .net isbn bookland ean As stated earlier, there is .net framework data matrix barcodes no one way to build software systems. If there were, software systems development would have been reduced to an assembly-line operation long ago.

However, we believe there are fundamental development principles that help increase the likelihood of software systems development success. Software systems development principles provide the foundation for (1) examining an existing organizational software systems development process, or (2) defining an organizational development process. As subsequently described, we believe the following principles provide this foundation:.

Plan the work to be done bef ore doing it. Obtain agreement on defined responsibilities. Establish and empower self-directed work teams.

. Successful Software Development, Second Edition Establish checks and balance s. Maintain continual customer and seller interaction. Monitor project progress.

Mentor project managers and train work teams. Provide interim review on project progress. Provide feedback on deliverables.

Improve the software systems development process.. We believe these principles Data Matrix for .NET are fundamental to an organization"s way of doing software systems development business. In what sense does software systems development involve a "process" or "a way of doing business" If an organization is in its beginnings or infancy, there may be an idea or concept of how to conduct the software systems development business, but the process may not be welldefined.

However, the concept may be well understood by a few key individuals. As the organization matures, the development process may mature, and more individuals may understand the process. At the other end of the spectrum are well-established organizations.

In such organizations, there may be a "defined" development process, but it may not be documented. Of course, there are organizations, both new and well established, that do have documented organizational software systems development processes. Regardless of what your particular situation may be, the concept of "process" can be viewed as a tool to communicate and explain the activities involved with consistently developing software systems that (1) are delivered on time, (2) are delivered within budget, and (3) do what the customers want the systems to do.

Figure 3-4 is an overview of our example organizational software systems development process. Our example process starts with a customer"s statement of work (SOW) and ends with customer feedback regarding the delivered products (and supporting services). This process allows for the planning, evolving, and reviewing of products (i.

e., documents, computer code, data) for delivery to the customer. The figure has round-edged rectangles, rectangles, and labeled arrows.

The round-edged rectangles represent customer-related responsibilities, and the rectangles represent the seller-related responsibilities. The labeled arrows represent major communication paths and associated information..

Successful Software Developm ent, Second Edition Figure 3-4 Our example organizational software systems development process is a closedlooped process that starts and ends with the customer.. As shown in Figure 3-4, our .net framework Data Matrix example organizational process consists of the following major elements:. Customer Seller Process Engi neering Group Customer/Seller Development Team (i.e., customer project manager, seller development team) Change Control Board (CCB) Seller Senior Management Major communication paths.

Successful Software Development, Second Edition Figure 3-4 also shows the fo llowing responsible agents and associated process activities:. Customer. Prepares SOW, Negotiates Agreement, and Reviews Delivered Products for Acceptance. Seller Process Engineering Group. Plans the Work to Accomplish the Customer"s SOW Tasks. Customer Project Manager. Communicates with Seller Project Manager. Seller Project Manager. Comm unicates with Customer Project Management and Evolves Software Product(s)..

Lead Developer. Establishes Project Files. Lead Developer or Moderator. Conducts Peer Reviews. Product Assurance Manager. Provides Independent Product Assurance. Technical Editor. Performs Technical Editing. Seller Management. Performs Project-level Technical Oversight. The software systems develop ment process activities are linked together by the major communication paths. As shown in Figure 3-4, along each communication path information is transferred from one process element to another. The information transferred consists of the following items:.

Statement of Work (SOW) Sell Visual Studio .NET gs1 datamatrix barcode er Project Plan Negotiated Agreement Items for the Record Technical Guidance and Evolving Products "Day-to-Day" Coordination and Technical Guidance. Successful Software Development, Second Edition Items for the Record and Iss .net vs 2010 Data Matrix 2d barcode ues for Customer Concurrence Evolving Products and Technical Guidance Tracking Form Evolving Products (i.e.

, documents, computer code, or data) Technical Feedback Audited Material Edited Material Reviewed Material Deliverable Coordinated at Project Level Items to Be Resolved Approved Deliverable Deliverable Status. As shown in Figure 3-4, the process starts in the upper right-hand cornerwhen the customer prepares a statement of work (SOW) that details what the customer wants. The seller"s process engineering group "plans the work to accomplish the customer"s SOW tasks" and provides the customer with a seller project plan. Upon mutual agreement, the customer provides the seller with a negotiated agreement which triggers the customer and seller development activities.

[3] These activities involve management, development, and product assurance systems disciplines. The seller project manager "communicates with the customer and evolves the software product(s)." Regardless of how the products evolve, the seller development team (1) establishes project files, (2) conducts peer reviews, (3) provides independent product assurance,[4] (4) performs technical editing, and (5) performs project-level technical oversight.

The seller development team evolves the products and communicates with the customer project manager to discuss issues that require customer concurrence. The customer project manager "provides technical guidance to the seller project manager" as the project unfolds. Both the customer and the seller project managers "hold project CCBs, project reviews, and decide what to do next.

" After the project products are coordinated by the customer and seller project managers, the products are sent to the seller senior management for review and approval before being delivered to the customer. The seller senior management may identify items to be resolved before the product is delivered to the customer. In this case, the seller development team resolves the items and resubmits the product to the seller senior management for approval.

If all items are resolved, the approved deliverable is provided to the customer for acceptance. The customer provides feedback on the deliverable status with respect to its acceptability. One question someone may ask is, "How could my existing organizational life cycle development activities and technologies fit into the example organizational software systems development process " As shown in Figure 3-5, your existing life cycle development activities plug into the following seller development team activities:.

Notice that the customer/sel VS .NET datamatrix 2d barcode ler development team encompasses both customer and seller activities. We believe that both parties must actively participate in the development process.

Without such joint participation, the risk of the project failing increases. The notion that a customer provides the seller with an SOW containing requirements and then checking on the project, say, six months later, is a prescription for disaster. At the same time, the customer needs to be careful not to get so involved that such involvement gets in the way of the seller doing the job.

4 Notice that this seller rectangle has a drop shadow. As we subsequently explain, we use this shadow to denote independent product assurance support provided to the Seller Project Manager..

Successful Software Developm ent, Second Edition Figure 3-5 The software systems development process is independent of product development life cycle and specific product development technologies. The figure shows where you would introduce your life cycle(s) to adapt the process to your organization..

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