By Doug Rosenberg
This booklet describes utilizing the ICONIX method (an item modeling technique) in an agile software program undertaking. to do that, the ebook defines a center agile subset—so these of you who are looking to "get agile" don't need to spend years studying to do it. as an alternative, you could easily learn this publication and observe the middle subset of thoughts. The e-book follows a real-life .NET/C# undertaking from inception and UML modeling, to operating code—through numerous iterations. you could then move online to match the completed product with the preliminary set of use circumstances.
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Additional info for Agile Development with ICONIX Process: People, Process, and Pragmatism
For example, the classes in a first-cut domain model with no attributes or methods are likely to still be present in the final code of the system. ICONIX Process meets this criterion by giving us four major stopover points on our way to working software: • Requirements analysis, consisting of UI prototyping, use case identification, and domain modeling • Analysis and preliminary design, consisting of detailed descriptions of use cases, robustness analysis, and a more fleshed-out domain model • Detailed design, consisting of sequence diagramming and class modeling • Implementation, consisting of code development and unit, integration, and system testing CHAPTER 2 ■ CHARACTERISTICS OF A GOOD SOFTWARE PROCESS We Don’t Want Unnecessary Dependencies Slowing Us Down Instead, we want closely related deliverables to be grouped together.
The risk-reducing benefits of incremental development are (thankfully) generally accepted in CHAPTER 2 ■ CHARACTERISTICS OF A GOOD SOFTWARE PROCESS the software development industry nowadays. However, few approaches explicitly deal with the downside of this approach—that the requirements of later increments may mandate a redesign (and subsequent code refactoring) of existing code if the system is not to be put into a state of terminal decline (as often happened in waterfall projects once the much-ignored maintenance phase was reached).
The most visible (and probably the most often cited) reason for project failure is lack of effective user involvement, which often results in unstable requirements. One approach to fix this problem is to make the project as malleable (or agile) to the forces of change as possible. Another approach is to improve the requirements elicitation process (in other words, talk to the customer; find out what the customer really needs; use effective requirements elicitation techniques [as we describe in this book]; ask the customer hard, detailed questions; and hit the brakes if the customer doesn’t have the answers) and to model these requirements in the form of use cases.