read barcode in asp net Analysis EXPLAINING CHANGE CONTROL RULES AND MANAGING CUSTOMER EXPECTATIONS in Software

Making QR in Software Analysis EXPLAINING CHANGE CONTROL RULES AND MANAGING CUSTOMER EXPECTATIONS

CHAPTER 6 Analysis EXPLAINING CHANGE CONTROL RULES AND MANAGING CUSTOMER EXPECTATIONS
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If we could follow the system development life cycle perfectly, completing each stage without errors before starting the next, change control rules would not be needed. But that is impossible. Projects are made of people, and that means misunderstandings and errors we do not catch, assumptions that will catch us up later, and occasional poor work. As a result, we need a process for correcting course as the project moves forward. Without a doubt, due to the 1:10:100 rule, the fewer errors that pass from one stage to the next, the better. But we also need a way to correct the errors that do get through. That is change control. Change control is a progressive process. In the concept stage, the big picture of the scope of the project is very uid. But, at the close of the concept stage, large changes to scope should be very restricted. If we change the scope, we are really starting a whole new, di erent project, and we should start again. In the analysis stage, all of the details of the customer s requirements are exible. The customers are learning about the technology, and we are learning about the customers wants and needs. But once we agree on what we are doing, we write it down in the project overview, in the requirements speci cation, and in support documents. From the end of analysis forward, all changes to the requirements speci cation should be in writing, following the procedures of written change control. It is essential to lock down these documents, as they are the input for the work of the design stage. Any change in the description of the purpose and function of the system we are making will force a restart to the design process, where we de ne the product or service that will achieve that purpose. These restarts mean that much work done up to that point was wasted, and we begin to see the losses resulting from inadequate early planning. In the design stage, the technical speci cation is very open, and can be changed. But, at the end of the design stage, the technical speci cation is locked down, and the project plan is in place. The design documents are the input for development work. Changes during development require a restart on the development work, with much of the earlier work being wasted. To avoid the costs and risks of these changes, at the end of design, all future changes require written change control. And the project manager must approve all future changes. If your sponsor supports this, then he or she is giving you the authority you need to make the project succeed.
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PART TWO A Project, Start to Finish
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Clearly, this one issue of customer expectation and change control brings together many project management tools. We provide these tools in other chapters, as follows:     The authority/responsibility matrix is explained in 2. The change control process is given in 11. A variety of techniques for managing expectations and creating team e orts to resolve gaps are available in s 2 and 12. The double waterfall method, which can close the gap between time and cost limits and system requirements, and also help customers accept written change control, is discussed later in this chapter.
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Some experienced project managers would say that the change control rules proposed here are too strict, that there are better methods. And I agree. Those methods involve alternative life cycles. However, I would suggest that these alternative, more exible approaches require a level of project management expertise that is rare, and, even more importantly, they require a level of customer commitment and involvement that is even rarer.
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