Sitting on the driving method, A Case for a "Deliverables Driven" Approach by Russ Finney
(From Software Engineering Forum Seforum.Yeah.Net) (Translate YANRJ) Many system builders believe that the project is fully charged. They give this view reason: * Why will it eventually change and become out? * Prepare the time used in formal documentation to occupy the time used in the real task: Code code for the system. * I like to give up my choice at each stage of this process, and the development of documents will make me do something wrong. * If it is not written, I can not be responsible for it (here happening everywhere - you have to cover up everything possible) taken the reason for the delivery method: * It promotes decision making and problem solving. * It produces a real deadline. * It encourages information integrity. * It provides a mechanism to feedback to developers. * Record the status of the project in time. * Give a member of the team. Tom Demarco's "Control Software Project" in his book discusses the impact of the delivery method for an administrator's project plan and control strategy. As part of the discussion, he cited the main rules of the project model: * The activity of the project is formulated by its deliverable. * Each can be delivered. * The work of this activity is to make the work of this deliverable system. * When delivered, the delivery system is delivered and the active is completed. Deliverable project models may produce some great activities, at least any standard for the general project control system. However, further decomposition of these large activities into a component that cannot identify products will be put into detailed design. Fred Brooks in his famous "The Mythical Man-Month" (Davew Note: Frederick P.Brooocks, IBM OS / 360 father, his book is coming in nearly 30 years, so far, every time, only the version is only attached Increase Brooks new paper or new point of view, if you often mention the NO Silver Bullet, the original text is almost unchanged. This book brothers just read 7 pages of the "DataMation" excerpt, and later got the original book, read N times, harvest A lot, I suggest you look at it), give a better insight with the value of the deliverable method: "Why do you have a formal document? First, write the decision is critical. Only after writing the gap In order to appear, contradictions can be prominent. The process written is a process of demand hundreds of small decisions. These existence will be clearly, accurate policies from the fuzzy policy. Second, documentation will communicate with other people The manager will continue to be surprised that some members of the policy team he taken is completely unknown. Since his basic work is to make everyone advancing in one direction, his main job is to communicate, not a decision-making His documents can alleviate this burden. Finally, the manager's documentation provides him with a database and test table. By regularly reviewing him know what you are, and see what you need to change Or what changes in the direction. "
A Case for a "Deliverables Driven" ApproachBy Russ Finney Many system builders consider formal project deliverables to be a complete waste of time They give the following reasons for holding this opinion:. * Why produce something which will just eventually change and become out-of ? -date anyway * Producing formal documents takes time away from the really important task:. programming the system * I like to leave my options open through each phase of the process, and producing a document may commit me to something which was wrong in the . first place * If it is not written down, I can not be held accountable for it (and the way things go around here - you have to cover yourself every way possible!) Reasons for taking a deliverables based approach:. * It Forces Decision Making and Issue Resolution. * It createtes Tangible deadlines. * IT Provides A Mechanism for Fesedback to the developers. * IT Records the Sta te of the project at a moment in time. * It gives the team members a sense of accomplishment. Tom Demarco in his book, Controlling Software Projects, discusses the impact that a deliverables based approach should have on a manager '
s project planning and control philosophy As a part of this discussion he refers to the Cardinal Rule of Project Modeling:. * A project activity is defined by its deliverable * There is one activity per deliverable * The only work charged against that activity is.. work spent producing that deliverable. * The activity is complete when the deliverable is delivered and accepted. Deliverable-oriented project modeling may yield some overly large activities, at least by the arbitrary standards of common project control systems. But further dividing those activities into components that produce no discernible product is to invest precious effort into an illusion of detailed planning Fred Brooks in his classic book, the Mythical Man-Month (davew Note:. Frederick P. Brooks, IBM OS / 360's father, his book In the case of nearly 30 years, it is now sold so far. Every time I re-version is just added to the new Papers of Brooks or new ideas. If you often mention the NO Silver Bullet, the original text is almost unchanged.
