Средство программирования Outsource
Life-Cycles по требованию развития средства программирования управления Workforce
Эта статья исследует потребность на Life-Cycles развития средства программирования как методологии инженерства средства программирования, происхождение и структура PDLC, и свой удар в общем деле организаций по требованию средства программирования. Оно пытает продемонстрировать что процессы и деятельности при SDLC можно аранжировать, что в гибкой структуре позволили постоянн улучшение и re-engineering в пределах организации совершенствования продукции.
Содержимая подача:
1. Средство программирования и фокус клиента
2. LifeCycles развития средства программирования
3. Возможность на iEmployee и рождение PDLC
4. PDLC Broken-down (предусматривает в following статье)
5. Заключение (предусматривает в following статье)
1. Средство программирования и фокус клиента
Как любой другой продукт, продукты средства программирования ориентированы к клиенту.
80's увидели удолетворение потребностей клиента как buzzword в промышленном домене, последовали за Клиентом Наслаждением в 90's, и теперь клиент Ecstasy принимал владение в новом тысячелетии.
В результате, развитие средства программирования в последней декаде, вместе с всеми другими индустриями, было сформировано mantra; Клиент будет королем. Подъем интернета и заграждения многоточи-com подчеркнул Скорост-к-Рынок и Компани-Рост как конкурсные факторы дела.
With these prevailing trends, rapidly-changing requirements and shorter product life-cycles became the order of the day and were often incompatible with traditional methods of software development.
2. Software Development Life Cycles
To address these needs, various processes were proposed in the form of SDLCs (Software Development Life-Cycles).
While quite a few of these SDLCs were developed from scratch, the majority evolved from their legacy bases to meet the continuously changing business trends.
As Linus Torvalds, the man who invented Linux Kernel, cleverly pointed out: No major software project that has been successful in a general marketplace (as opposed to niches) has ever gone through those nice lifecycles they tell you about in Computer Science classes.
In actuality, many companies invented their own models to suit their respective businesses, and most primarily based their models on Agile Software Development Processes, with an agenda to achieve Customer Ecstasy.
The Agile process framework is based on Iterative Development, but goes in a lighter, more people-centric direction. It uses feedback, rather than planning, as the primary control mechanism, driven by regular testing and the release of evolving software.
Agile processes are more efficient, using less programmer time to produce functional, higher quality software, but have a categorical handicap from a business angle: they do not provide long-term planning capability. For software development in a product-based domain, lack of long-term planning can be disastrous.
With large number of software projects not meeting their expectations in terms of functionality, cost, or delivery schedule, effective project management is proving difficult.
Advent of on-demand software product solutions reinforces this belief, and consequently methodologies must change with respect to long-term planning.
Editor Question: Is there such thing as agile offshore development process?
3. The challenges and the birth of PDLC
While project failure can be caused by a combination of several factors, no single factor can be universally attributed.
A PDLC, therefore, tries to work on those initial stages of inception and elaboration, where ambiguity gets in and introduces causes of project failure.
Since, on-demand software is a new model of software delivery, no single existing process framework has been found effective for implementation.
As a result, on-demand software companies like iEmployee.com established their own SDLC framework with the paradigm that the Product is the primary customer. This new set of framework has been termed as PDLC (Product Development Lifecycle).
PDLC is a hybrid process framework based on Rational Unified Processes (RUP) and the product paradigm.
Apart from RUP, PDLC adopts the benefits of Agile Methods, Test Driven Development Process and Waterfall Process, emphasizing on the needs of the product as opposed to those of individual clients. (See Figure 1: PDLC Origins)
While delivering requirements quickly is a necessity, improper planning and management can be catastrophic to the product and clients.
Having the flexibility to change the application faster in an on-demand software environment as compared to other models, the dynamic business environment forces the sales and support teams to continuously keep pace with competition and the increasing needs of clients, by introducing and accepting continuous modifications to the product.
Moreover, with the organization’s need to keep pace with the competition, the product is under constant enhancement. This brings in a variety and large number of changes in the application.
Consequently, at any point in time, there are multiple projects being conceptualized and running, simultaneously.
Some of these projects can be categorized into project-types such as Custom Changes (small changes for a single client or a single entity using the product), Product Enhancements (large changes for all clients), Interfaces (data exchange with third party applications) and New Modules (new features or a set of new functionality).
Each project-type forces the project management teams to use different approaches to manage Project Definition, Design Needs, Coding Requirements, Team Specialization, Deployment, Performance, Security and Quality Assurance.
More about the PDLC Structure and its impact on software product development activities shall be covered in the next article.
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