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Individual and interactions over processes and tools. By taking advantages of individual skills and ability and by ensuring that the development team know what each other are doing, the overheads of formal communication and process assurance are avoided. This means that the team can focus on the development of working software. Working software over comprehensive documentation. This contributes to accelerated development because time is not spent developing, checking and managing documentation.

Customer collaboration over contract negotiation. This allows useful functionality to be developed and delivered earlier than would be possible if contracts were required. Responding to change over following a plan. Agile developers argue rightly that being responsive to change is more effective than following a plan-based process because change is inevitable whatever process is used. There is significant overhead in changing plans to accommodate change and the inflexibility of a plan means that work may be done that is later discarded.

Discuss the advantages and disadvantages of this approach to requirements description. Advantages of stories: 1. They represent real situations that commonly arise so the system will support the most common user operations. It is easy for users to understand and critique the stories. They represent increments of functionality — implementing a story delivers some value to the user. Disadvantages of stories 1.

They are liable to be incomplete and their informal nature makes this incompleteness difficult to detect. They focus on functional requirements rather than non-functional requirements.

Representing cross-cutting system requirements such as performance and reliability is impossible when stories are used. The relationship between the system architecture and the user stories is unclear so architectural design is difficult. Your comparison should be based on the effectiveness of each approach for planning the allocation of people to projects, estimating the cost of projects, maintaining team cohesion and managing changes in project team membership.

Planning allocation of people to projects Scrum Scrum handles people allocation informally. Alternatively, the tasks can be allocated by the Scrum master.

There is no formal mechanism in Scrum for planning for project members with very specific expertise to be temporarily allocated to a team. This need must be identified by the Scrum master and he or she has to discuss how the expertise can be made available. The expertise required for each part can then be identified and the allocation of people to projects planned on that basis.

Estimating project costs Scrum Project costs are estimated based on the required delivery date for the software and people working in the Scrum team. The functionality of the system is adjusted so that some working system will always be delivered for the original cost estimation. Of course, this may not be adequate for the customer and they have to become involved in rescheduling the delivery of the system.

Plan-based development Project costs are based on an analysis of the functionality specified in the requirements document as well as the non-functional requirements of the system.

They may be adjusted to reflect team size and delivery schedule. It is normal for costs to be underestimated and the final project to cost much more than originally estimated. An average cost for team members is assumed.

Maintaining team cohesion Scrum Team member meet daily either face to face or electronically. Extensive informal discussions and communications are encouraged. Team members negotiate work to be done from the project backlog.

This all leads to a shared feeling of product ownership and a very cohesive team. Plan-based development Team cohesion is the responsibility of the project manager and he or she has to take explicit actions to encourage this. The general approach relies on formal meetings that are relatively infrequent and this does not lead to the development of a cohesive team.

Managing changes in project team membership Scrum This is a topic that is rarely discussed in Scrum but is a fundamental problem because so much information is informal and reliant on people remembering what has been agreed.

When someone leaves, it can be very difficult to bring a replacement team member up to speed, especially if very little project documentation is available.

Therefore, if a team member leaves, then a new team member with comparable expertise can read what has been done and, after understanding this, should be able to serve as a replacement.

Project planning is often essential when developing software with larger teams to a ensure that the right people are available when they are needed to be involved in the development process and b ensure that the delivery schedules of different parts of the system developed by different teams are aligned.

Requirements analysis and documentation is important to decide how to distribute the work across teams and to ensure that each team has some understanding of what other teams are doing. Design documentation especially interface specifications are important so that teams can develop independently without having access to software that is under development.

Risk management may be required to ensure that all of the teams understand the risks faced and can organize their work to minimize these risks. Risk management may also be useful to cope with different delivery schedules used by different teams.

That is, they adopt the outlook of the development team and lose sight of the needs of their user colleagues. Suggest three ways how you might avoid this problem and discuss the advantages and disadvantages of each approach. Involve multiple users in the development team. Advantages are you get multiple perspectives on the problem, better coverage of user tasks and hence requirements and less likelihood of having an atypical user.

After building a prototype the developer uses an existing program fragment, this will help the working program to complete quickly. To maintain and improve our technical competence and to undertake technological tasks for others only if qualified by training or experience, or after full disclosure of pertinent limitations.

Documents should be developed in a timely manner, to do this documentation standards are defined and mechanisms are established. Review works done up to a particular stage. There should be a backup person for every critical team member.