The Use of Different Development Techniques - Assignment Example

SOFTWARE ENGINEERING A PRATITIONERS; APPROACH SOLUTION ONE Diverse application types require the use of different development techniques for a number of reasons: a)     Costs and frequency of change. Some systems (such as embedded systems in consumer devices) are extremely expensive to alteration; others, must change frequently in response to changing requirements (e.g. business systems). Systems which are very expensive to change need extensive upfront analysis to ensure that the requirements are consistent and extensive validation to ensure that the system meets its description. This is not cost effective for systems that change very rapidly.   b)     The most important ‘non-functional’ necessities. Different systems have different priorities for non-functional necessities. For example, a real-time control system in an aircraft has safety as its principal priority; an interactive game has responsiveness and usability and importance. The techniques used to achieve safety are not required for interactive gaming; the extensive UI design required for games is not needed in safety-critical control systems.   c)     The software lifetime and transfer schedule. Some software systems have a relatively short lifetime (many online-based systems), others have a lifetime of tens of years (large command and controller systems). Some systems have to be delivered quickly if they are valuable. The techniques used to develop short-lifetime, rapid delivery systems (e.g. use of script languages, prototyping, etc.) are inappropriate for long-lifetime systems which require techniques that allow for long-term support such as design modelling. SOLUTION TWO Software schemes amenable to the prototyping model. Software applications that are relatively easy to prototype almost always involve human-machine interaction and/or heavy supercomputer graphics. Other applications that are sometimes amenable to prototyping are certain classes of carefully worked-out algorithms, subset of command driven systems and other applications where result scan be easily examined without real-time interaction. Example are command-driven systems using mathematical algorithms i.e. not embedded software. Applications that are more difficult to prototype include control and process controller functions, many classes of real-time applications and embedded software. SOLUTION THREE Agile software development is a way of developing software that has surfaced over the ancient decade. It focuses on getting working software up and running above an incessant and unnecessary amount of up front planning and documentation that quickly becomes outdated. The four values considered includes; 1. Individual and Interaction over Process and tools. There are three things that are needed in any software development company to deliver their produces. These three properties are People, Process, and Technology. People are needed in order to get the drudgery done.  Processes must be in place in order to provide a path to follow (similar to an assembly line) for the work to be comprehensive. Finally, Technology is what the people in the company will use to create the software that is being put together on the assembly line. An interesting dynamic has surfaced in recent years that fly in the face of scrum and agile. Process and Technology have taken precedence over People. This has resulted in a “dumbing down” of decisions that are being made because everything is relegated to the realm of Process and Technology. 2. Working Software over Comprehensive Documentation A criticism sometimes leveled against agile & scrum is the apparent lack of planning that is conducted and the documentation generated. That’s really not the case as agile & scrum advocates planning being done all of the time and not just at the beginning of the project. Documentation is going on all the time in an agile & scrum location as well. It just appears in a different form than people are used to with other practices. There are stories, charts, produce backlogs, acceptance tests, and the biggest piece of documentation of all…working software Working Software over Comprehensive Documentation. Therefore, It’s the same concept with scrum and agile. Put just enough documentation in place to “drift the boat”, but anything above and beyond that is really unnecessary and just consumes time that can be spent on better activities to get the next release complete. 3. Customer Collaboration over Contract Negotiation. Have you ever sat through a contract negotiation meeting on a software project that disappeared. It’s not pretty. “We have a confide contract”, one side may say. “The contract doesn’t rebound authenticity,” the other side may proximately retort. The gap between what is in the contract and what reality is quickly turn out to be miles apart. That’s no way to get a project done and a satisfied customer. Agile & scrum focus more on customer collaboration over agreement negotiation. The constant involvement of the customer throughout the software building process and iterative reviews allow the customer to see where the software solution is going and determine if that really meets their needs. Therefore, it’s up to you as a software development service provider to come up with a fair and profitable way for this collaboration to occur together with client. The best case scenario to enable this type of interaction is a time and materials centered agreement. Otherwise, you may get locked into a fixed remuneration agreement. This could ultimately lead to your company losing money as the needs of the client change over time. 4. Responding to Change over Following a Plan The final value that is a big part of agile & scrum is that it embraces change rather than just blindly succeeding a plan. Think about it this way…you go on a trip and you have your course wholly mapped out. You know exactly where you want to go and how you want to catch there. Halfway through the trip you notice that there is a river that you necessity to cross. There’s one problem, however. The tie is out. That is a HUGE change to the approaches you take. What do you do? Follow the plan and plunge off the cliff into the depths of the foggy water below? Of course not. You adjust your plans and find another way to get over the river. This is the value that is inherent to agile & scrum that you need to be able to adapt to change rather than blindly follow a plan that was set in place months or possibly ages earlier. Constantly inspect the current situation and adapt to your setting accordingly. Anything else will plunge you into the murky waters of software that just doesn’t meet what the client wants. Even if you have not fully embraced the agile methodology in your company you can start following the philosophies above. Just having a different mindset and approach to your next project will yield big results. SOLUTION FOUR The intent of requirements model is to provide a description of mandatory information, functional, and behavioral domains for a computer system. The model changes dynamically as software engineers learn more about the applications to be built, and stakeholders understand more about what they actually require. For that reason, the analysis model is a snapshot of requirements at any given time. SOLUTION FIVE Use Case Diagram for Safe home. Scenario: 1. The homeowner logs onto the Safe Home Products website. 2. The homeowner enters ID (personal) 3. The home owner pass in two passwords (individually at least eight characters in length) 4. The system shows all major function buttons 5. The home owner selects the ‘surveillance’ from the major function buttons. 6. The homeowner selects ‘pick a camera’. 7. The system shows the floor plan of the house. 8. The homeowner selects a camera icon from the floor plan. 9. The homeowner selects the ‘view button’. 10. The system displays a viewing window that is identified by the camera ID 11. The system displays video output within the viewing window at one frame per second. SOLUTION SIX Problems associated with Reactive Risk Management from other discipline Reactive management is very worrying. Once you treaty with one crisis after another, you dont have time to unwind. You could be able to cope with the compression, but your team members may be less resilient. Fire-fighting is occasionally essential through a rush, or as part of a short period of change. However, it may partake serious implications when it becomes the norm. Initially, reactive teams are likely to deliver lower quality work. You may be capable to fight fires successfully most of the time, but you will occasionally nosedive in a technique that you wouldnt if you were extra proactive. Its too possible that you will need to change your team members from one chore to another, or ask them to deal with constantly changing information. This is unproductive, it can leave them frustrated, and they may start to look for more sustaining chances outside your group. Your distinct performance will fall, too. It is tough to find the root causes of problems when you have to focus urgently on symptoms. In addition, youre less expected to plug the strategic opportunities that proactive executives exploit, because you dont have the time and mind interplanetary to see them. SOLUTION SEVEN Software Life Cycle Management (SLIM). Putnam’s ’Software Life Cycle Management is one of the first algorithmic cost model. It is based on the Rayleigh function and generally recognized as a macro estimation model (It is for huge projects). SLIM enables a software cost estimator to perform the following functions. a) Standardization Fine tuning the model to represent the local software development environment by interpreting a historical database of past projects. b) Construct an information model of the software’s applications, collecting software features, individual attributes, and computer attributes etc. c) Sizing software of SLIM uses an automated version of the lines of code (LOC) costing technique. The algorithm used is K is the total life cycle effort in operational years, t is development and the C is the technology constant, combining the effect of exhausting tools, languages, methodology and quality assurance (QA). Interval in years. The value of know-how constant varies from 610 to 57314. Aimed at easy, experienced technological projects constant is high. Therefore for Putnam’s; SLIM, Where: B – A special Factor. P – Productivity parameter Schedule is the development Schedule length is the months. Effort and Delivery Time table. SOLUTION EIGHT Estimation of cost, and schedule for a software engineering needs experience, access to good past information, and the courage to commit to quantitative predictions when qualitative information existing. Estimation carries inherent risk1 and this leads to uncertainty. This might be done because of the given reasons below. Upsurges in project size can have a geometric impact on project cost and schedule. Threat is measured by the degree of uncertainty in the quantitative estimates established for cost and schedule. The organizer and more important the customer should recognize that variability in software requirements means instability in cost and schedule The objective of software project planning is to provide a framework that enables the manager to make reasonable approximations of cost, and schedule. These estimates are made within a limited time frame at the commencement of a software project and should be updated regularly as the plan progresses. In addition, estimates should attempt to define best case and worst case scenarios so that project outcomes can be bounded Software scope describes the data and control to be processed, purpose, performance, constraints, interfaces, and reliability. Purposes described in declaration of possibility are evaluated and in some cases refined to provide more detail prior to the beginning of estimation. Since both cost and schedule estimates are functional oriented, some degree of decomposition is often useful. Presentation considerations encompass processing and response time requirements. Restraints classify bounds placed on the software by exterior hardware, available memory, or other existing systems. Software interacts with other elements of a supercomputer created applications. The planner considers the nature and complexity of each interface to determine any effect on growth resources, cost, and schedule SOLUTION NINE 1. Brand Risk Management Part of Your Project 2. Classify Risks Early in Your Project 3. Communicate About Risks 4. Contemplate Both Threats and Opportunities 5. Clarify Ownership Issues 6. Priorities Risks 7. Analyze Risks 8. Design and Implement Risk Responses 9. Register Project Risks 10. Trail Risks and Associated Tasks SOLUTION TEN Component test can be done within a single module Cohesion of a single module or component is the degree to which its responsibilities form a meaningful unit, higher cohesion is better. Uniformity is contrariwise relative to the number of responsibilities a module or component has coupling between modules or components is their degree of mutual interdependence Lower coupling is better. Number of connection between routines intimacy the direction of the connection between routines visibility the prominence of the connection between routine flexibility; the ease of changing the connection between routines a first order of software architecture is to increase. Reference Pressman, R. S. (1997). Software engineering: a practitioner’s approach. RS Pressman, Software engineering: a practitioners approach, 270-336. Read More