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					CSE Senior Design I

 Deploying Productivity Tools
                     …a killer silver bullet



             Instructor: Manfred Huber

Slides adapted from the slides used by Mike O’Dell for use in the Senior Design Class.
 The slides in this presentation are derived from materials in the textbook used for
   CSE 4316/4317, Rapid Development: Taming Wild Software Schedules, by Steve
                                      McConnell.
1 What are Productivity Tools?
Tools that you use in product development
 that can significantly change the way you
 work
   E.g., 4GLs, visual programming languages, code
    generators, advanced IDE’s, etc.
Any tool/toolset that offers (claims)
 dramatic reductions in work and dramatic
 improvements in schedule
NOT simply a specific brand of compiler,
 linker, editor, IDE, etc. that works better
 than another brand.
                                                     2
1 Deployment Considerations
FACT: These tools are often “bleeding
 edge” technologies, and are fraught with
 risk!
Successful deployment depends on
 recognizing 3 harsh realities:
   these tools seldom produce the schedule
    savings that are promised
   the learning curve lowers productivity
   tools that may be discredited as “old and
    tired” by “latest and greatest” proponents can
    often produce significant savings
                                                     3
1 Ineffective Tool Use (C.S. 15-1)
 What went wrong at the start?
 What were the “hopes” of the developers
  based on Blaze-O-Matic?
 What would you have done?
 What tools do you use in your job (if you
  have one)?
 Have you had any similar experiences with
  “latest and greatest” tools?

                                              4
1 The Essence of Software
 Software programs are becoming more complex,
  more detailed, more precise… not less.
 The hard part of any programming effort is the
  process of thinking through the thousands of
  rules, procedures, etc. that the program must
  implement (Fred Brooks, 1987)
 The easy part of software development is
  implementing the rules, etc. in a programming
  language.
 Most productivity tools address this latter task,
  but not the former.

                                                      5
1 Tools and Paradigm Shifts
 To be effective, a productivity tool must strike
  at the essence of what makes software
  development difficult…
     the thought process of problem solving
 Examples:
   the change from low-level programming languages to
    high-level languages allowed us to conceptualize a
    solution at a higher (more human) level
   the use of visual-programming tools can help us
    simplify the thought processes associated with the
    details of developing GUI/windowing environments

                                                         6
1 Areas of Special Applicability
 Some kinds of software projects are
  better supported by good productivity
  tools than others
    DBMS-Oriented Apps: schema generators,
     report generators, query generators, etc.
    Small, Custom Apps: designs well-understood,
     limited functionality, “standard” features
    Rapid Prototyping: quick turn-around,
     throwaway, end user-oriented feature set
     (look and feel)
                                                    7
1 In general…
 Current productivity enhancement tools help
  most in the area of software construction
 The smaller and simpler a development project,
  the greater the percent of total lifecycle time
  spent in the construction phase

Therefore: today’s productivity enhancement
           tools are most valuable on small,
           simple, clearly-defined products.

                                                    8
1 Overview Summary
 Small projects and specific types of products
  may benefit from the “latest and greatest, rev.
  1, automated, year-saving, Blaze-O-Matic” tools
 Productivity enhancement tools are neither
  necessary or sufficient for achieving rapid
  development! (Glass, 1993)
 However, the best projects (Hertzel, 1993) all
  rely on basic principles, such as:
     strong teamwork
     good communications
     good organization and management
     solid and effective project controls
                                                    9
1 Just remember…




     There is no Silver Bullet!
                                  10
1   Productivity Enhancement Tool
    Deployment Strategy
Use them to achieve a long-term,
 strategic advantage…
     NOT to get a quick win on your schedule
Your deployment strategy should include:
       early identification
       timely and accurate evaluation
       rapid deployment if tool is effective
       non-deployment if tool is ineffective
       continued reliance on older, proven tools
                                                    11
1 Tool Acquisition Plan
 If you wait until a tool/toolset is needed
  to acquire and deploy it, you’ve waited too
  long!
 Make tool acquisition an ongoing activity:
    set up a tools group in your organization
    stay up with what’s going on in tools
     technology, at your competition, etc.
    evaluate the tools that will benefit your
     project the most (consider a pilot project)
    coordinate and disseminate within your
     organization
                                                   12
1 Tool Selection Criteria
 Estimated Gain: develop your own
  conservative estimate for your project(s).
 Vendor Stability: how long have they been
  around? what do others say? will they be
  around next year?
 Quality: test it thoroughly during your
  evaluation
 Maturity: Version 1, or Version 1+?
  Consider the “version 3 rule”

                                           13
1 Tool Selection Criteria
 Training Time: impact of learning curve?
  who in your organization can train others?
 Applicability: is this a “design-to-tools”
  effort, will it really help or is it a force-
  fit?
 Compatibility: does it work/work well with
  other tools/systems that you use?
 Growth Envelope: does the tool support
  the direction that expect, or might want,
  your product to go?
                                              14
1 When to Deploy a New Tool
                                                    Length of               Length of
                                                    Project A               Project B
                Nominal productivity, or level
                before new tool is introduced

                                                                Productivity gained
 PRODUCTIVITY




                         Productivity lost




                       Initial productivity after
                      new tool was introduced
                    (drop due to learning curve)


                                                    TIME

                                                                                        15
1 Training for a New Tool
Rule of Thumb: the more powerful a new
 tool, the more difficult and time-
 consuming it will be to use effectively
   e.g., using a new, high-capacity backhoe for
    commuting to and from the ditch you’re
    digging with a shovel
Don’t underestimate the difficulty of
 getting the real benefits of a new tool


                                                   16
1 Silver Bullets
 The biggest risk associated with
  deployment of new tools is the silver-bullet
  syndrome!
    we all really, really want to believe in magic!
 Hard, Cold Fact: we should dismiss most
  claims of massive productivity
  enhancements and schedule improvements
  out of hand.


                                                       17
1 Identifying Silver Bullets
 Fourth Generation Languages (4GLs)
    incremental gains, not revolutionary
    last really large gain was on move from
     assembler to 3GLs
 CASE Tools
    potentially valuable in database-intensive
     environments
    in most organizations, CASE tools are just
     used as high-end tools for creating design
     diagrams.

                                                  18
1 Identifying Silver Bullets
 Rapid Application Development (RAD)
    collection of IS-oriented practices
    can work well in some environments
    typically NOT good for any type of unique
     software (e.g., custom, system, shrink-wrap)
 Automatic Programming
    the real problem is not the programming, it’s
     the conceptualization of the problem and its
     solution
    a long-term promise… not kept!

                                                     19
1 Identifying Silver Bullets
 Object-Oriented Programming
    powerful, in terms of maintainability and
     reusability
    has fallen well short of the promises of
     naturalness and ease of use… and consequently
     the productivity gains in rapid development
     projects


 Bottom Line: there are no silver bullets!

                                                 20
1 Effective Tool Use (C.S. 15-2)
What’s different about this approach,
 form that in C.S. 15-1?
What are some of your personal
 experiences with use of effective and/or
 ineffective productivity enhancement
 tools?
How can/will any of this be applied to your
 Superior Designs, Inc. projects?


                                               21
1 Summary: Productivity Tools
Productivity tools seldom produce the
 results claimed by their suppliers/vendors
Learning to use a new productivity tool or
 practice initially lowers productivity
Deployment of productivity tools should be
 part of long-term tools strategy, not quick
 fix or a solution to a short-term issue



                                           22

				
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