Titlebook: Software Development with UML; Ken Lunn Textbook 2003Latest edition The Editor(s) (if applicable) and The Author(s) 2003 CASE.design.devel

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Business Modellingapproach might be more sensible. The size and scope of a system also determine the level of business modelling needed; smaller systems development can be carried out with little or no business analysis, as the risk and cost of failure are relatively small.

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Introductionor an IT manager or developer who wants to gain an overview of modern software development. In the preface, I introduced IT development as a great modern adventure, akin to the great engineering adventures of the past. This book is very much a ‘Cook’s Tour’, in that we shall visit all aspects of com

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Case Studies — ICANDO Oilnk statistics, many countries spent in excess of 8% of GDP on information technology and communications in 1999. The majority of this expenditure is in support of businesses, including the communications industries such as television and newspapers. Much of the excitement of IT development lies in t

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Project Conception and Initiationme relatively minor problem. Large-scale developments have usually gone through a good deal of debate among the senior management teams before anyone starts to think about development. As well as generating the idea for a project, the project inception often considers a lot of information that is im

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Software Development Life Cyclemplexity. Writing a simple program as an exercise for a programming class seems difficult enough. When the messiness and obscurity of a business have to be taken into consideration, when there are dozens of conflicting opinions, and when the size of the development requires tens or hundreds of peopl

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Managing the Processl make bad work with the finest tools. That does not mean that there is a particular type of organization that is destined to succeed. There is no perfect organization, and radically different organizations can succeed equally well at the same task.

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The Cost—Benefit Modelorganizations work within tight financial boundaries. Even if the goal of a project is improving some quality aspect of a business, this is usually done within tight financial constraints. Alas, everything can be reduced to a financial impact, though the financial impact is not usually the only fact