read barcode in asp net PART TWO A Project, Start to Finish in Software

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

PART TWO A Project, Start to Finish
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The historic battle of the cellular base station (Continued).
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The proposal was for renting space for the cellular base station as long as the cellular antennas were not visible and the microwave installation for connection to the cellular network was behind the water towers. Planning the microwave location was easy. For the cellular antenna, it was mounted on two 30-foot wooden poles painted the same color as the water tower. The two poles provided spatial diversity for the antennas, preventing signal fading and maintaining high-quality cellular calls. The whole process took six months, but the nal plan was acceptable to almost everyone, required no local or county zoning, and worked at low cost. Result The cellular tower was built near the water tower on the ridge. This solution covered the town well, but reduced coverage to rural areas nearby. The coverage area was about 40% of what it would have been with the rst plan, but it covered the business district and the most concentrated residential districts. Construction cost was much lower, as two 30-foot poles cost a lot less than a 250-foot tower, but the cost of the con ict well exceeded the savings on the construction costs. The cellular base station became operational in about 1998, and is still in use. The town has good coverage from that tower. Coverage was created for the surrounding area, with service by three small towers. To date, only one or two have been installed. Lesson learned All politics are local. Even with federal departments and national organizations involved, the solution is found by cooperation with the people most involved. The more quickly you can reach a compromise, the more quickly and more e ectively you will complete the project. This will lead to higher quality at lower cost with an earlier delivery date. When there is a con ict, understand who your opposition is. To gain cooperation, solicit views of all possible stakeholders at the beginning of the process. The cellular provider s original error was to assume that, just because no one spoke up at the zoning meeting, they had no opposition. Cast a wide net to nd all stakeholders. The results of any particular con ict or project have a long-term e ect on quality of service. (Over a decade later, people are living with lower coverage and the vendor has less revenue.)
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CHAPTER 6 Analysis
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Or the third option might have had more exibility, such as the ability to put the cellular antennas slightly higher, increasing coverage. The point is that the less con ict there is, the more options you have, and the sooner everything is resolved in the best way possible. If we work to create cooperation from the beginning, we will not have to struggle to resolve con icts later on. Also, if we are involved in a con ict, we succeed by not becoming polarized ourselves. As long as we continue to work towards the best solution for everyone, we have the best possible chance of long-term success.
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Conclusion
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If the work during analysis is done well, we have a clear picture of what we are going to make, and we are started on the spiral of success described in 1. At the conclusion of the analysis stage, the project overview and the requirements speci cation that lists all required and desired customer features are locked down. For these documents, any future changes require change control. As a general rule, we manage projects well and prevent scope creep by keeping things very exible in the early stages, and then locking them down very tightly at a certain point. What determines that point We lock an item down when we begin to work on tasks that depend on that item for input. In the design stage, we will build our project plan, including the work breakdown structure, the detailed schedule and budget, and the quality and risk plans. These all have the project overview and the requirements speci cation as inputs. A change to any of these documents requires a lot of time spent reworking the activities of the design stage. In addition, the design speci cation depends on the requirements speci cation. To prevent this rework, we lock down the analysis deliverables once they are approved at the end of the analysis stage. Once analysis is complete, we can think of the project overview as a project charter. It de nes our mission. There will be changes, but there should be few or no changes that rede ne the mission, that change the scope of the project at a large level. Our goal in the design stage is to design a product or service that will ful ll the needs, requirements, and added bene ts discovered in the design stage. We design to meet the requirements speci cation. During design, therefore, the requirements speci cation and the project work plan are all very exible. These will not be locked down until the end of the design stage.
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