Object-Oriented Project Management with UML by Murray Cantor

By Murray Cantor

Just about all software program tasks are dicy. The objective of each undertaking supervisor is to someway care for the price and time table uncertainty whereas assembly your customer's wishes. In Object-Oriented venture administration with UML, Murray Cantor describes a sublime, UML-based method of coping with object-oriented tasks absolute to bring top of the range software program on time and inside of funds. * pattern venture schedules, budgets, database templates for dealing with use situations, and a work-breakdown constitution* A spreadsheet workbook for coping with incremental improvement* A improvement monitoring diagram

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4 A view of the Product Team communications model. TIP Understand how people work together effectively and then strive to facilitate that process. The Simulator Team Considerations Clearly, it will take many developers to build the cockpit simulator software, maybe more than 50 (I will discuss staffing and sizing in a later chapter). As the work is divided, team communications issues immediately arise. All of the systems must interact, yet few if any of the developers have a clear idea how the system is to behave.

According to this model, teams go through four phases: 1. Forming. The initial stage when the individual groups try to determine the purpose of the group and what role they will play. 2. Storming. A conflict-filled stage in which the individuals try to form a group by resolving differences in goals and perspectives. The individuals struggle for status and power within the team. 3. Norming. Having come to a common understanding of the goals and functioning of the team, the conflict disappears and the members focus on the work at hand.

A change in one part of the program affects another and so must be negotiated with the responsible programmer. The programmers spend more and more of their time coordinating their efforts and less and less of their time writing code. This leads to low productivity and low morale. FOR FURTHER READING Fred Brooks discusses this phenomenon at length in his classic, The Mythical Man-Month, cited earlier. Team productivity depends on taming complexity. Using the concepts of abstraction, hierarchy, encapsulation, and modularity, the project manager can explicitly control the complexity of the system.

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