By Marshall C. Yovits
Due to the fact that its first quantity in 1960, Advances in desktops has awarded particular insurance of ideas in and software program and in machine idea, layout, and purposes. It has additionally supplied individuals with a medium during which they could study their topics in higher intensity and breadth than that allowed by means of common magazine articles. accordingly, many articles became typical references that stay of vital, lasting worth regardless of the quick development happening within the box.
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Additional info for Advances in Computers, Vol. 17
A prototype is the best way to validate speciﬁcations and to let the customer understand the interface before major investments are made in implementation. 5 CHOOSING A PROCESS The software project manager must choose the process the team will follow to produce the software product. The choices range from the top-down, document-driven Waterfall Model and similar planned methods to ﬂexible and responsive agile methods. Each process evolved out of whatever process was in use at the time in response to a core element that was deemed critical, but missing.
Customer got desired quality and price. Less documentation, more comments. Code reuse doubled. 30% less code to write. 53. The Spiral Model demands knowledge of project objectives, constraints, and preferred architectures. The customer knows only the features required to do a subset of the job—the subset the customer thinks is most important. Special aspects of the problem, well known to problem domain experts, are frequently unstated. Ideally, the developer would simply ask the customer what was required and the customer would provide sufﬁcient detail to proceed; the customer would be totally familiar with the expert’s unstated constraints.
2. Stages of the Waterfall Model. The time needed to update documents often exceeded the time needed to update the code, which caused documents to be out of date and negated their value. This careful systematic approach led to long development cycles. Companies that needed short time-to-market cycles abandoned the dogmatic Waterfall Model even as they kept elements of it deep within their development methods. Last, the need for elaborate documentation tends to discourage the use of COTS, which increases development costs, slows development, and lengthens delivery time.