Frameworks in project management 1.Waterfall – linear, non-iterative 2.Spiral design process --...
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Transcript of Frameworks in project management 1.Waterfall – linear, non-iterative 2.Spiral design process --...
![Page 1: Frameworks in project management 1.Waterfall – linear, non-iterative 2.Spiral design process -- iterative i.Agile development a.Scrum b.Product backlog.](https://reader035.fdocuments.in/reader035/viewer/2022062519/56649e8f5503460f94b93ac5/html5/thumbnails/1.jpg)
Frameworks in project management
1.Waterfall – linear, non-iterative2.Spiral design process -- iterative
i. Agile developmenta. Scrumb. Product backlog
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Waterfall •Constant “downstream” flow•Solves problem of “requirements churn” by freezing them•Creates problem of momentum—cannot backtrack when we find problem in
original requirements or design concept
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Waterfall fails at iterationRequirement specifications change as functional analysis reveals new information: “now I see the user needs to specify colors of beads, so we designers need a color chooser”
Design Functional Analysis changes as design reveals new information:“now that we have a color chooser, we see “Black” which is a bad luck color for Ute native americans, and a good color for the Shoshone.”
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Waterfall fails at iterationNew Requirement specifications “Use a color palette so that users have the option of choosing without “naming” the existence of black beads.
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How to deliberately incorporate iteration?
Requirement specifications change as functional analysis reveals new information: “now I see the user needs to specify colors of beads, so we need a color chooser”
Functional analysis changes as design reveals new information:“now that we have a color chooser, we created a problem with cultural fit”
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Spiral Design Process
Minimizing project risk by breaking a project into smaller segmentsPerform same cycle each time: •Analysis of goals and constraints•Evaluation of options•Development and feedback on deliverables•Plan for next iteration
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SWOT analysisCan be used during spiral design process at any point, often useful just to ask
“what needs to be on our radar screen”?
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Google Charrette
Jan 2014, Mountain View CA: Designing Google’s diversity computing initiative.
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Google Charrette
Context: what different situations might we imagine as the context?
Scenarios/use cases: note division between “pull” (their interest) and “push” (our efforts)?
Functionality: requirements follow from use cases.
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Google Charrette
Review: What formative evaluations will be needed to keep the design process moving forward?
Parking lot: stuff we can’t deal with at the moment but will clearly need to be revisited.
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Agile methods
• Break tasks into small increments with minimal planning• Iterations are “time boxes” or “sprints” -- typically one to four weeks. • Cross functional teams: planning, requirements, design, implementation, testing• Team has responsibility of self-organizing – not controlled by hierarchy
Daily Scrum:
•Sprint is long cycle, scrum happens short cycle•If multiple teams, one representative from each attends scrum•In addition to teams:
Scrum master – “servant leader” to remove obstaclesProduct owner – voice of customer or stakeholders
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Product Backlog
Features, functional requirements, bug fixes, etc. - whatever needs to be done
Typically the Product Owner organizes – often use concept of “stories”
Story from one stakeholder“As a user I want to beable to search for my clients by either first or last name; I don't always know both.”
Different story from different stakeholder“As an admin I want to be ableto look at client searches byusers, but I don’t want clients to be able to do that.”
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Product Backlog
A product backlog can help us reflect on sources of requirement mismatch: didwe fail to specify this properly, or did the technology fail on what we correctly specified?
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Product Backlog
Prioritize by attributes such as value to customer and development effort – if something has a small development effort requirement, then higher the ROI (Return on Investment). In some cases this can be intuitive: