In these situations you still want to create just enough documentation to get the job done. Or the team delivers late or over budget, even though everything looked good most of the way through the project.
Furthermore, for the sake of discussion the term documentation includes both documents and comments in source code. Existing agile developers will find it interesting because it shows how to extend Scrum-based and Kanban-based strategies to provide a coherent, end-to-end streamlined delivery process.
This has the advantage that it is likely more effective, the developer does a "knowledge dump" and the technical writer refactors the material to present it effectively, but has the disadvantage that the developer may not know how to get started or even what to write about. Documentation still serves a purpose.
Agile documents are cohesive, they fulfill a single defined purpose. In particular, you want to capture high-level information in documentation but not details. Table 1 lists some of the most common documents that you may decide to create as part of your development effort, documents that you will deliver as part of your overall system.
The important thing is that this survey should help to lay waste to some of the misunderstandings that people have when it comes to agile software development and documentation. Agile developers recognize that effective documentation is a balancing act, the goal being to have just enough documentation at just the right time for just the right audience.
When your requirements have not yet stabilized, when you are taking an iterative approach to development, excessive documentation can become very expensive to maintain because you are constantly updating it to reflect changes.
Finally, during development you likely want less documentation, you prefer to travel light, than you do during post-development. Agile documents do not need to be perfect, they just need to be good enough.
This is different from the concept of a model, which is an abstraction that describes one or more aspects of a problem or a potential solution addressing a problem.
You should to take advantage of existing artifacts, including but not limited to system documentation and models within your organization.
But for the vast majority of projects you need to create some models and some documents. Executable specifications offer far more value than static documentation. Point 3 is also driven by the principle maximize stakeholder ROI and the concept that because it is the resources of your project stakeholders that are being invested that they should be the one to direct how those resources are invested, for better or worse.
Different customers, different types of documents, and very likely different writing styles. There is audience for which the model provides value. Here are some strategies: Your development contracts are routinely subject to re-competition.
My advice is to read the appropriate guidelines yourself, because they rarely require what the bureaucrats think they require. Points 1 and 2 are driven by the principle Model With a Purpose: Managing work as a prioritized stack.
Traveling light means just enough models and documentation, too little or too much puts you at risk. Typically, this letter should go into their personnel file. Not only does this slow your development efforts down it also results in wasted effort-documentation that you wrote yesterday will need to be rewritten or discarded today, in effect with this approach you are no longer traveling light.
No matter how you look at it, the next contractor is very unlikely to take advantage of the documentation you produce. You must work closely with the customeror potential customer, for your documentation if you want to create something that will actually meet their needs.
Ask whether you NEED the documentation, not whether you want it. In short, strive to capture and communicate information using the best means possible.
Your process says to create the document. Once again, you need to find an effective middle ground. However, having said this you need to take the advice that agile documents need to be just good enough with a grain of salt. Although source code is clearly an abstraction, albeit a detailed one, within the scope of AM it will not be considered a model because I want to distinguish between the two concepts.
Someone wants reassurance that everything is okay. Because these artifacts add value there is a significantly greater chance that developers will keep them up-to-date. Project Closure — Whether your 1st or 21st project, successful completion involves a few important steps Your project stakeholders include a wide variety of people, including all of the clients of your system, and therefore they should have a reasonably good idea what they want.
When is a document agile?. Project documents, along with project meetings, form the glue that binds the disparate stakeholders together to achieve a common purpose. Use documents to your advantage in advancing the interests of your project.
Avoid seeing them as a useless and time-wasting exercise. Once the Final Project Report is delivered and accepted by the Project Sponsor; you have ensured the release/re-assignment of all project team members; and all contracts have been closed, your final chore as Project Manager is to make sure all project documentation is archived and accessible.
CS13L Final Project Documentation Essay PROJECT TITLE HERE A Final Project Presented to the Faculty of the School of Information Technology Intramuros Mapua Institute of Technology Manila by Group Name here Group Members here In partial fulfillment Of the Requirements for the Course CS13L Computer Fundamentals Date.
Project Finance. David Gardner and James Wright. HSBC. Introduction. The purpose of this chapter is to provide an overview of Project Finance. This chapter will outline what Project Finance is, the key features which distinguish it. HOW-TO NOTE Preparing Evaluation Reports Create evaluation reports that are clear, credible, and useful.
How-To Notes are published by the should have access to the final Project Appraisal Document and related annexes (which includes a logical framework and original monitoring and evaluation plans, among other things).
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