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Making QR Code in Software PART TWO A Project, Start to Finish

PART TWO A Project, Start to Finish
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The double waterfall was created particularly to solve problems in the computer development arena, but it can also apply to other projects. If a customer is building their dream home, we could nish the exterior and the interior walls, and then let them see the space before putting in furnishings and xtures. But there are some times when we do not want to use the double waterfall. Do not use the double waterfall in the following cases:    When getting it right the rst time is essential. If you are putting a new satellite into orbit or putting an advert on television during a speci c sporting event, do not use the double waterfall. When the product is going to thousands of customers. Here, you could release an early version to a few customers, but the best version should go into production. When retooling production is expensive. Car manufacturing is a good example here. Changing features of a car requires retooling an assembly line, which is an expensive proposition. So it is better to nish the design of the nal car and nal production line before going into production.
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In these cases, there are other solutions. For example, one can work with extensive prototyping throughout design and development, involving the customer throughout the life cycle. This ensures that we will continue to identify and adopt customer improvements throughout the project. The best companies that do this kind of work, such as Hewlett-Packard, the Saturn division of GM, and the group that developed the Plymouth/Dodge Neon, have highly structured, advanced project life cycles and change control procedures that make this work.
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Key Concepts for the Analysis Stage
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Project communications management and scope de nition are the most essential processes in the concept stage. We also begin to work with issues of time, cost, and quality more extensively. It is de nitely valuable to begin risk assessment for the whole project, and to manage the risks inherent in the analysis process itself. The biggest risks in analysis are:  Lack of su cient communication with customers, resulting in a requirements speci cation that does not describe what the customer wants and needs. We can prevent this by using e ective methods of communica-
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CHAPTER 6 Analysis
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tion, reliable requirements gathering techniques, and good tools such as data ow diagrams and prototyping.  Failure to identify key stakeholders, leading to a requirements speci cation that is missing a key project component.  Political con ict about the value of the project. Methods for bringing everyone onto the same page are found in 3.
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Case Study: The Historic Battle of the Cellular Base Station
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A wireless engineer involved in setting up a cellular telephone network in a rural area of the USA with historic battle elds, found himself managing a battle instead of managing a project. Con icts over the location of a cellular telephone base station and tower led to major problems and delays. But the project manager stuck with a cooperative approach, and eventually succeeded. The case study is summarized in Table 6-4.
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WHAT THIS MEANS FOR YOUR PROJECT
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I would like to say that people have learned lessons from problems like those illustrated in Table 6-4. However, a recent case involved the building of wind generator farms in western New York State. The project manager thought he had done a good job communicating with the public. But he ran into the same kinds of barriers. The lesson: being a good project manager requires getting along with everyone who might care about a project, and getting their support from the very beginning. Most projects do not turn into court battles or controversies on television. However, a small, internal con ict can nish or hinder a project for a customer or an internal project just as easily as a public battle can nish a public project. The solution is to use the communications and political skills that the project manager demonstrated every time right from the start of the project discussed in Table 6-4. Had this happened, the National Parks agpole, which provided full coverage at the lowest cost and required no county zoning permit, might have been chosen rst. And the Park Service might not have backed out if there was no controversy. Or the rst plan would have worked, because the owner of the nearby land would have made his complaint at the hearing, and then he would have had no basis for a lawsuit.
Table 6-4
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