asp net barcode reader Stages and Gates in Software

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Stages and Gates
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In 1 we introduced the idea of tasks, the individual steps of a job, and deliverables, the results of each step that can be passed on to another person who can take the next step. Now, we want to expand this idea. A large set of related tasks is a stage, and a review of a large set of related deliverables is a gate. I used to use the terms phases and milestones, and now I use stages and gates. Both terms are commonly used in project management. I switched because the idea of reaching a milestone implied completion and success. But the reality is more like reaching a gate or a checkpoint. We deliver a major deliverable to the customer, just as we open our suitcases when we get to customs at an international airport. The customers then inspect what we o er, and decide if they like it. If they do, they let us through the gate. So the word gate, unlike the term milestone, tells us that we have to satisfy the customer to pass through. And that will take some time, which we should include in our plan. Milestones have been around for about 2,000 years. They were used on the Roman roads that ran from Egypt to England. These stone markers told you how much progress you had made on the way to your destination. The modern equivalent are the green highway signs that say, New York
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CHAPTER 4 Life Cycles
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City 100 miles. Project managers have adopted the term for a point in a project where we can clearly say, We have come this far, and we have this far to go. It is important to say that a milestone is a set of clearly de ned deliverables. Fifty percent done is not a milestone, because we cannot be sure that the second half will go as easily as the rst. When we are halfway through a task, we do not really know where we are. And it would probably be di cult for someone else to take over and nish the job. So, a milestone must be composed of completed, tested, useful items. In the early stages, our milestones are likely to be written documents such as plans and speci cations, but they are deliverable in the sense that they have been read and approved. Once they are accepted, the customers, the stakeholders, and the project team commit to follow the plans and use the designs. In later stages, tested components and working systems with some features operational are our milestones. The nal milestone is the end of the project: a working product or service, fully tested and operational, adding value to the company and a smile to the customer s face. Each phase ends with a milestone. However, we can also have smaller milestones within each phase to mark our progress. If we compare a project to a seven-day road trip, each phase is one day, and the motel we reach that night is our milestone. But the places we stop for lunch and take rest stops each day are shorter breaks, milestones that let us know we are on the way to a successfully completed journey. So, we will break our project up into phases, and end each phase with a milestone. The type of work we do in each phase or stage is guided by the planning: growing:using 1:10:100 rule from 2. In the rst three stages, concept, analysis, and design, we are working on paper, planning the project and designing what we will make. We do more planning than you might expect because it reduces project cost, time, and risk. Staying in the 1 of the 1:10:100 process until the plans are excellent not perfect, but excellent gives us the best results at the lowest cost. The development stage is the growing, or 10, process of the 1:10:100 rule. This is when we actually do the work, make what we are making, and test it. When we are ready to deliver, we move into the last two project stages, transition to production and project close. These two stages are in the using, or 100, process of the 1:10:100 rule. Any earlier errors we nd here will be costly to x. Even when everything from the project is done well, the transition to production stage is challenging. Some companies call it the storm period because it is a challenging time for the project team and the customer as the new product or service is integrated into the customer department, and the customer has to learn to work in new ways.
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