Page 305 - Software and Systems Requirements Engineering in Practice

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ç ç # H A P T E R ç ç ç $ $ I S T R I B U T E D ç 2 E Q U I R E M E N T S ç % N G I N E E R I N G ç ç
CONCERNED ABOUT THE DESIGN PARTS AND THE PROJECT MANAGER IS
CONCERNED ABOUT THE PROJECT MANAGEMENT PARTS E G SCHEDULES
BUDGET ORGANIZATION STAFFING STATUS &OR GLOBAL DEVELOPMENT
PROJECTS THE PROJECT MANAGER CHIEF ARCHITECT AND CHIEF REQUIREMENTS
ENGINEER MUST MAKE DECISIONS FOR A TEAM THAT IS GEOGRAPHICALLY
DISTRIBUTED AND NOT UNDER THEIR DIRECT CONTROL 4HUS IN ADDITION TO THE
USUAL REQUIRED MANAGEMENT AND TECHNICAL SKILLS THEY MUST BE ABLE TO
WORK EFFECTIVELY WITH STAFF FROM DIFFERING COMPANY AND COUNTRY
CULTURES 4HEIR COMMUNICATION SKILLS WILL BE STRETCHED AS THEY ATTEMPT
TO LEAD AND INTERACT WITH STAFF WHOM THEY MAY HAVE NEVER MET AND
WHO MAY HAVE PERFORMANCE INCENTIVES DIFFERENT THAN THEIR OWN 7E
RECOMMEND THAT STAFF ASSIGNED TO THESE ROLES FOR GLOBAL PROJECTS HAVE
INTERCULTURAL EXPERIENCE OR ARE GIVEN INTERCULTURAL SENSITIVITY TRAINING
EARLY IN THE PROJECT &URTHERMORE THEY WILL NEED TO BE FLEXIBLE AND
ADAPTABLE AS PROJECTS PROGRESS AND AS STATUS CHANGES DUE TO EVENTS
BEYOND THEIR CONTROL FOR EXAMPLE POLITICAL CONDITIONS IN THE COUNTRIES
WHERE THEIR DEVELOPMENT TEAMS ARE LOCATED ;3ANGWAN ET AL =
4HE BEST PRACTICES USED IN DISTRIBUTED 2% PROJECTS ARE OFTEN
SIMILAR TO THOSE USED IN LARGE PROJECTS 2% AND DESIGN ARTIFACTS MUST
BE HIGH QUALITY SINCE THE AUTHOR OF A SPECIFICATION MAY NOT BE SO
EASILY ACCESSIBLE TO ANSWER QUESTIONS FROM THE READERS USERS OF THE
SPECIFICATION (IGH QUALITY ARTIFACTS WILL LIKELY HAVE A REVIEW PROCESS
ASSOCIATED WITH THEM SUCH THAT STAKEHOLDERS AND TECHNICAL EXPERTS
CAN REVIEW THE DOCUMENTS BEFORE THEY ARE DISTRIBUTED TO A LARGE
GROUP OF DISTRIBUTED ENGINEERS
)N GENERAL LARGE COMPLEX PROJECTS ARE MADE MORE MANAGEABLE BY
BREAKING THEM INTO SMALLER PROJECTS 4HUS DISTRIBUTED SOFTWARE
PROJECTS ARE OFTEN PLANNED AS DEVELOPMENT ITERATIONS MADE UP OF
MONTHLY SPRINTS 4HE FEATURES TO BE IMPLEMENTED FOR EACH SPRINT ARE
PLANNED CENTRALLY USING A BUILD PLAN 5SING TECHNIQUES SUCH AS 3CRUM
;3CHWABER = PROJECT PLANS CAN BE COMMUNICATED AT A HIGH LEVEL
AND THEN DETAILED PLANNING CAN BE DONE BY EACH COMPONENT TEAM FOR
EACH SPRINT $ELIVERY DATES ARE FIXED BUT THERE WILL BE SOME FEATURE
MIGRATION BETWEEN SPRINTS 3UCH TECHNIQUES TEND TO FOCUS THE
DEVELOPMENT ON A SMALL SUBSET OF FEATURES EACH MONTH AND BUILD
DEVELOPMENT DISCIPLINE WITHIN THE TEAMS 7ITH A FIXED ONE MONTH
TIME PERIOD TO DEVELOP A SET OF FEATURES THERE IS MUCH EFFORT TO
PRIORITIZE THE FEATURES AND FOCUS ON GETTING AN OPERATIONAL SYSTEM
WORKING BY THE END OF EACH MONTH 7ITH SUCH TECHNIQUES THE FEATURE
CONTENT IS DEVELOPED A LITTLE AT A TIME WITH MORE VISIBLE PROGRESS THAN IF
ALL THE FEATURES ARE INTEGRATED AT THE END OF THE DEVELOPMENT PROJECT
õ 2EQUIREMENTSõANDõ#OLLABORATIONõ4OOLS
&OR LARGE OR DISTRIBUTED PROJECTS THE USE OF A REQUIREMENTS MANAGEMENT
TOOL E G 4EAMCENTER IS REQUIRED 3UCH TOOLS TYPICALLY HAVE A
COLLABORATION FEATURE WITH WHICH ENGINEERS DISTRIBUTED AROUND THE