Example of actions to overcome the above risks would be to acquire a more

Example of actions to overcome the above risks would

This preview shows page 289 - 291 out of 517 pages.

Example of actions to overcome the above risks would be to acquire a more scalable database, send team members to a J2EE workshop, and do competitive survey of existing products, including their current features and plans for improvements. The approach to identify risks is to ask everyone for their worst-case scenarios. The project manager puts them into a “risk table,” assigns probability of each happening as a percentage between 0 and 100, and the impact on a numeric scale of 1 to 4, representing negligible, marginal, critical, and catastrophic. You can then sort the risk table by the product of the probability and impact of each risk. There are many more potential risks than projects can afford to address, so the advice is to address the top 20% of the risks, in the hope that they represent 80% of the potential risks to the budget and
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schedule. Trying to address all potential risks could lead to an effort that is larger than the original software project! Risk reduction is a major reason for iteration in both the Spiral and RUP models. Iterations and prototypes should reduce risks associated with a project. Section 7.5 mentions asking the customers about risks for the project as part of the cost estimation in Agile, but the difference is that it used to decide the range of the cost estimate rather than becoming a significant part of the project itself. Tasks In Plan and Document In Agile Requirements Documentation Software Requirements Specification such as IEEE Standard 830-1998 User stories, Cucumber, Points, Velocity Requirements Elicitation Interviews, Scenarios, Use Cases Change Management for Requirements, Schedule, and Budget Version Control for Documentation and Code Ensuring Requirements Features Traceability to link features to tests, reviews, and code Scheduling and Monitoring Early in project, contracted delivery date based on cost estimation, using PERT charts. Milestones to monitor progress Cost Estimation Early in project, contracted cost based on manager experience or estimates of task size combined with productivity metrics Evaluate to pick range of effort for time and materials contract Risk Management Early in project, identify risks to budget and schedule, and take actions to overcome or avoid them Figure 7.15: The relationship between the requirements related tasks of Plan-and-Document versus Agile methodologies. Summary The hope of the original efforts in software engineering was to make software development as predictable in quality, cost, and schedule as building a bridge. Perhaps because less than a sixth of software projects are completed on time and on budget with full funtionality, the plan-and-document process has many steps to try to achieve this difficult goal. Agile does not try to predict cost and schedule at the start of the project, instead relying on working with customers on frequent iterations and agreeing on a range of time for the best effort to achieve the customer’s goals. Rating user stories on difficulty and recording the points actually completed per iteration increases the chances of more realistic estimates. Figure
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  • Spring '19
  • Dr.Marcos

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