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| author | Sven Eisenhauer <sven@sven-eisenhauer.net> | 2023-11-10 15:11:48 +0100 |
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| committer | Sven Eisenhauer <sven@sven-eisenhauer.net> | 2023-11-10 15:11:48 +0100 |
| commit | 33613a85afc4b1481367fbe92a17ee59c240250b (patch) | |
| tree | 670b842326116b376b505ec2263878912fca97e2 /Master/Seminar engl/Chap10.txt | |
| download | Studium-master.tar.gz Studium-master.tar.bz2 | |
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| -rw-r--r-- | Master/Seminar engl/Chap10.txt | 110 |
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diff --git a/Master/Seminar engl/Chap10.txt b/Master/Seminar engl/Chap10.txt new file mode 100644 index 0000000..22b7b1b --- /dev/null +++ b/Master/Seminar engl/Chap10.txt @@ -0,0 +1,110 @@ +(CHAPTER 10)
+
+***
+
+ """
+ Ambitious requirements can easily outstrip even the brightest developer's
+ mental capacity.
+ """
+
+
+
+***
+Visualization
+
+ [IMG: "Size/Effort Curve]
+
+
+
+***
+Problems
+
+ * The large variability in productivity assessment - as a consequence of many
+ different contributing factors - can make it difficult to find the
+ Size/Complexity Dynamic withing raw data.
+
+ * The common practice of using logarithmic scales may obscure the non-linear
+ nature of the data.
+
+
+
+***
+Visualization: Effectiveness of SW Engineering Methods
+
+ [IMG: "Show Method1/Method2 Curve]
+
+ => So it is clearly visible that choice of technologies, working style, etc.
+ may depend on the nature and complexity of the problem to be solved.
+
+
+
+***
+Compositing Engineering Methods
+
+ * Because different methods may excel at different problems or problem sizes
+ some organizations try to combine methods.
+
+ => Pattern 3 (Steering) managers will readily use a toolkit of engineering
+ methods.
+
+ => Managers in a "blaming environment" will rather stick to one "standard"
+ way of doing things, so they cannot be blamed for making the wrong choice.
+
+
+
+***
+Considering Risk Management
+
+ * Different methods will have different risk levels, meaning the probability
+ of success will differ depending on problem size.
+
+ * The risk rate doesn't say anything about the cost.
+
+ * Human beings learn: the success rate of a method will increase, when applied
+ multiple times.
+
+
+***
+The Threat of Change
+
+ * Managers may choose not to implement new methodologies in order to not
+ jeopardize their careers.
+
+ Solutions:
+
+ => Move decisions to a higher management level
+
+ => Run a pilot project at minimal size
+
+ => Try to reduce the criticality of the very first project
+
+
+
+***
+Helpful Interactions
+
+ 1. Tackle variability by bringing all the dynamics that are part of the
+ engineering process under control one by one (using Intervention Dynamics).
+
+ The Helpful Model
+
+ 2. Realize that different people develop different models to measure and
+ control a situation, leading to potentially very different results.
+
+ => "No matter how it looks, everybody is trying to be helpful."
+
+
+
+***
+Helpful Interactions
+
+ 1. It's hard to erase existing ineffective behavioral patterns.
+
+ => Try not to erase them, but instead add new patterns that are more
+ effective, ultimately overlaying the original patterns.
+
+ Variation:
+
+ 2. It's hard to change someone's perception of reality.
+
+ => Propagate adoption of new models of thinking to open people's eyes.
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