read barcode in asp net THE DOUBLE WATERFALL in Software

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THE DOUBLE WATERFALL
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During the analysis stage we often nd that the customers do not know everything that they will want. This is especially true if we are bringing in new technology. Until they get their hands on it and try to use it, they will not know all the features that they want. How, then, can we de ne a project that gives them a clear de ned result, when they do not know what will satisfy them
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PART TWO A Project, Start to Finish
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In cases like this, the classic SDLC needs some modi cation. We cannot specify all the features in analysis, because no one can think of them. If we tried to use the classic SDLC, we would either deliver a result that did not really do what the customer wanted, or nd ourselves handling a pile of expensive, time-consuming change requests. This is called scope creep, because one small item after another creeps into the scope, and the delivery date creeps out longer and longer. Scope creep gives many project managers a bad reputation. There is a solution. We call it the double waterfall and it gives an easy solution to the problem of scope creep.
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Explaining scope creep and change management to customers
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Since changes are inevitable, it is crucial that everyone in the project understand the consequences of changes. Everyone needs to understand how changes will be handled, and why. The why is simple. If changes are not handled well, the project cost and schedule will spiral out of control. Scope creep is a term for how extra requirements creep into the project, so that the scope grows, and then the delivery date creeps ever later while the total cost creeps upwards. The how is tricky. Customers who are not familiar with project management will think that you are being draconian when you tell them what the rules are. It is a good idea to have some scary stories to make your point. Here are some general rules for change control:    Time and budget estimates are all subject to revision if a change is made to the plan. The project manager, and not the customer, has nal say regarding whether or not a given change will be allowed to be added to the project, rather than held o to a later version. The costs for redesign and planning cost, time, and risk management for the change will all be billed to the customer, in addition to the costs of developing the change itself.
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Even with these dire warnings, it is essential that you encourage the customer to request all changes that any stakeholder raises as desirable. If you do not, then the customer may withhold some crucial requirement that must be met, throwing the actual value of the whole project into jeopardy. We do not want to sti e communication or create an environment where customer expecta-
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CHAPTER 6 Analysis
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tions can veer away from the project plan. Therefore, follow these steps, called Change Control Procedures:  The customer is responsible for raising any issues that may require a change to the product, or the project time, cost, or delivery date at the earliest possible time.  The customer is responsible for reading the project overview and design documentation and raising any issues about anything that is not clear.  The project manager will respond to each issue raised. The project manager will make a list of proposed changes that cover all the issues raised. Each change will be tracked in a separate change request.  Each proposed change will be evaluated. The criterion for evaluation is: Is this change essential to the success of the project If it is essential, then it is included in the rst life cycle and delivered with the rst version.  If the change is essential to the success of the project, a change control document, de ning the change to the project and the product, will be written. This document will de ne the change, de ne the project steps that are changing, and de ne the changes to the cost estimates and the schedule.  The change control document will be completed and delivered in a timely fashion, so that all involved can approve it before any step of the project that is changed needs to be delayed pending approval.  The customer, the project manager, and all team leaders a ected by the change will sign that they understand and approve the change control document.  If a change request is an item that is of value, but not core to the project, it will be included in a second small project, delivered on the second version delivery date, and be worked on in the second waterfall of the life cycle.  If the requested change cannot be implemented without reducing the quality and reliability of the system, or its value does not exceed its cost, then the project manager will explain the reason the change has been rejected on the change request form, and contact the requestor.
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