read barcode in asp net Fig. 6-1. Top-down analysis and bottom-up design. in Software

Generate Quick Response Code in Software Fig. 6-1. Top-down analysis and bottom-up design.

Fig. 6-1. Top-down analysis and bottom-up design.
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CHAPTER 6 Analysis
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and build a plan for a working system designed to the speci cation of the users who understand the big picture. Figure 6-1 illustrates how the combination of top-down analysis and bottom-up design come together to create a complete, high-quality project plan that has a high chance of success.
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In This
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             Key points of the analysis stage Resources assigned to the analysis stage Roles in the analysis stage Inputs of the analysis stage Process of the analysis stage Outputs of the analysis stage Key tools for the analysis stage Key concepts for the analysis stage Case study: The historic battle of the cellular base station Conclusion Our case study: High-tech home theater Your project for learning Questions for learning
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Key Points of the Analysis Stage
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There are ten key points to keep in mind for a successful analysis stage:  Customer focus. The customers will tell us what they want. We will often have to guide them, both in terms of questions, and also in seeing the vision of the project, so that we can get them talking, listen to them, and really understand what they want and need.  The project vs. the product or service. In the analysis stage, we are creating two separate plans. One is the project plan. This is outlined in the project overview. It is about the team, and how the team is going to do the work. The second plan is for the product or service. This is often called the requirements speci cation. We describe what the product or service must do for the customer; that is, we de ne all
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PART TWO A Project, Start to Finish
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of the interfaces of the product or service, all the features it has for the customer, and what makes it work with other parts of the business or customer environment. Project sponsorship. We need to ensure executive commitment and sponsorship that will guarantee funding and sta ng, and also protect us from interference. The business case: value and cost. During the analysis stage, we need to complete our full de nition of the value of the project. We also need to improve our time estimate and cost estimate. If cost exceeds value, we must either make changes to the plan, or cancel the project. Communications methods. Because of the need for communication with people of di erent backgrounds (technical and non-technical), we need to focus on creating shared understanding, building cooperative teamwork, and managing and preventing con ict. Architecture: buy, con gure, customize, build, or integrate There are many ways of creating the product or service that is the goal of the project. Some projects are completed simply through the purchase and installation of a vendor s product. Others require extensive custom design and creation of a new, unique product or service. Others are a blend of purchasing, con guring, and customization. During the analysis stage, we must choose the most appropriate, most cost-e ective way of creating the product or service. Scope de nition, requirements gathering, requirements speci cation, and quality de nition. These are four di erent terms for the same job: nding out and writing down what the customer really wants. We will discuss this further below. Gap analysis: imposed vs. estimated budgets and schedules. What do we do when the project will cost more, or take longer, than the customer wants to pay or wait Change control rules. How do we manage changes to the plan This is discussed in 3. The tools are available in 11. Risk management. How do we prepare for what might go wrong
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When we deliver the product or service at the end of the project, we will need to explain or demonstrate products and services to customers who may be enthusiastic or resistant. Even when we know that the project is of value, people resist change, they resist having to work in new ways. Enthusiastic customers are a project risk: If their expectations exceed what we can o er, they will be disappointed and may not use the product or service. Customers who are resistant to new technology are also a project risk: They may be unwilling to learn, use, and get the best use out of the
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