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Generate QR Code ISO/IEC18004 in Software PART TWO A Project, Start to Finish

PART TWO A Project, Start to Finish
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Project overview with eld de nitions (Continued).
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page 3 Project name: Initial team members
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Include the name and title, role, or specialty of anyone being considered for the project. If they are de nitely on board (they and their boss agree) then list D in the third column, otherwise list P. This list is of team members only. A similar list for stakeholders appears on page 5.
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Options being considered Any unresolved issues of architecture, scope, or the inclusion of speci c features are listed here. Identify the options and which stakeholders prefer which options. Attach decision matrices where appropriate. As a decision is made regarding each option, move it from here to the Goal and Inclusions section. Decisions may be made during concept, analysis, or design stages, but should be complete by the end of design.
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Notes towards a support plan Any information you receive from stakeholders regarding documentation and training for operations support sta or the help desk should go here. Identify new tools they might need to learn and new applications with which they might need to work.
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Notes towards a test plan Any information prioritizing tests as most crucial or most likely to run into trouble. Any issue regarding user tests, end-to-end testing, or technical test plans, so that it can be included in the test and quality plans.
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CHAPTER 5 Concept
Table 5-3 Project overview with eld de nitions (Continued).
page 4 Project name:
Initial list of milestones
Phase Concept
Milestone(s) For each project stage, a complete list of deliverables, and a list of who will approve those deliverables.
Analysis
Design
Development
Transition to production
Production
A description of the bene ts of production steady state and routine maintenance operations.
Decommissioning
An estimation of the minimum life of the project in production, in years. A list of any events, such as changes in business operations or changes in IT platform, which would require an evaluation of this system to see if it needs a maintenance release, upgrade, or enhancement to keep functioning, or if it needs to be replaced.
Table 5-3
PART TWO A Project, Start to Finish
Project overview with eld de nitions (Continued).
page 5 Project name: Stakeholder identi cation (include this information for each stakeholder de ned below) Name Employer (including site if multi-site rm) Client (if di erent from employer) Supervisor (if also listed as stakeholder) Contact information (at least e-mail and city, state, country) Contact restrictions (when not to contact this person, about what issues not to contact this person, constraints such as do not contact without getting ok from supervisor, etc.) Stakeholders and their concerns Use this section to document any concerns raised by any stakeholder which need to be resolved for stage approval. Also use it to identify any concerns you have regarding the ability and willingness of stakeholders to contribute to the project. Executive Managerial End-user External Notes Risk Any possible future events that could reduce quality of the results, create a delay, or cause the project to go over budget. Procurement Any notes regarding items or services to be purchased. Any other issues
CHAPTER 5 Concept
Soft value, including soft dollar value, refers to any bene ts that cannot be quanti ed exactly. Soft value bene ts assist the organization, but either cannot be quanti ed at all, or are too unpredictable to quantify reasonably at this time. There are seven di erent changes to an organization that can bene t the organization while it is in normal operating and production mode. (Other bene ts exist for organizations that are starting, being sold, closing, or making major changes to operations.) Each of these changes can provide hard dollar bene t, soft bene t, or both. For a list of these changes, a method for identifying and de ning value for a project, and tools to assist in the process, see 10. It is a good idea to learn the methods of de ning value before running the brainstorming meetings of the concept stage.
Goal Describe the goal as it will exist when it is complete. That is, describe the product or service working in the production environment. For example, you might say, The quality team for Widget Model #3 will use the Wireless Production Tracking system at all times while the assembly line is in operation. Wireless nodes mounted on assembly line equipment will deliver realtime measurement of production variables such as temperature and pressure that a ect the quality of all plastic components of Widget Model #3. These data will be automatically monitored and displayed at the Control Center, and quality engineers will be able to view the information on their wireless PDAs from anywhere in the assembly plant. Be sure to describe the result, not the process or the system. Be sure to describe the users using the system in a way that bene ts the organization. In the inclusions section, you can add information about system features and functions.
Initial Situation The initial situation should explain how the functions to be performed by the new system are performed today, and what the limitations or problems of the current systems are. In addition, it should describe the existing environment with which the new system will have to interoperate. Investigating the initial situation well and describing it accurately are crucial steps in identifying risks. There is a saying in the world of computer project management: Before you can drain the swamp, you have to nd the alligators. The problem is that the only way to nd the alligators is by draining the swamp! And draining a swamp takes a lot longer (and is a bit more risky)
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