By Stephen R. Palmer, John M. Felsing

Feature-Driven improvement (FDD) combines the rate and adaptability of agile equipment with model-driven strategies that scale to the most important initiatives. This definitive ebook, a pragmatic consultant to Feature-Driven improvement, indicates FDD at paintings in real-world tasks because it offers start-to-finish suggestions on adapting FDD to the reader's wishes. It deals in-depth insurance of all 5 FDD levels: modeling, function lists, making plans, layout, and software program building.

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Extra info for A Practical Guide to Feature-Driven Development (Coad Series)

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The temptation when designing a process or managing a project is to treat people as though they are no more than "resources" Many traditional project management tools, unfortunately, encourage this sort of thinking. It's as though the people in project teams are interchangeable, consistent. logical. software-producing machines, but thankfully people are not machines. • People are emotional. • People are innovative. • People are fallible. • People are resourceful. • People get tired. • People can be inspired.

Then do all of the design 3. Then do all of the coding 4. Finally, test the system Figure1-4 The quality spectrum A Practical Guide to Feature-Driven Developmenl 14 One of the most documented problems with a waterfall approach over the last couple of decades has been that mistakes made early in the process are often not found until very late in the process. The cost in finding an error later. rather than sooner, varies from study to study but is always much higher. "Observe that it is perhaps 100 times as costly to make a change to the requirements during system testing as it is to make the change during requirements definition "[Fairley] One way to ease this problem is to split the project into iterations or increments so that the distance in time between analysis and test is reduced.

Our own experience certainly does not disagree. Software development really is all about people. If it were not. it would be much, much easier. The temptation when designing a process or managing a project is to treat people as though they are no more than "resources" Many traditional project management tools, unfortunately, encourage this sort of thinking. It's as though the people in project teams are interchangeable, consistent. logical. software-producing machines, but thankfully people are not machines.

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