Scenario based software development

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We have specific teams to handle various platforms for software development C,. Portal Development Everyone likes web portals.

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A wide variety of such frameworks have evolved over the years. Introduction: A software development process is a structure imposed on the development of a software product. Synonyms include software life cycle and software process. There are several models for such processes, each describing approaches to a variety of tasks or activities that take place during the process.

The flaws, both technical and design, can be found and removed and the entire process canIntroduction: A software development process is a structure imposed on the development of a software product. At the end, a few. Agile Model 1 2. Agile versus Waterfall model 1 3. Agile Testing Methods 4 3. Conclusion 4 5. References 5 6. Introduction of Management Summary 2.

Date Version. Abstract - One increasing trend in software development is the need to develop similar software products in bulk instead of just a single individual product. Software Product Line offers a solution to this challenging problem.

Advantages: Scenario planning will help executives understand the effects of various plausible events. Finance, operations and other teams can prepare initial responses. If these stakeholders are unavailable during an actual extreme event, the company has documentation to fall back on.

Disadvantages: Scenario planning is a potentially enormous undertaking. It can be a lengthy process to collect data and driving factors; for large enterprises, plans can take months to create. And, factors that impact plans can change quickly.

That means scenario planning must be a living process, with constant updates as conditions and assumptions evolve. The process itself has real value. Quantitative scenarios are financial models that allow for the presentation of best- and worst-case versions of the model outputs. Quantitative scenarios are also used to develop annual business forecasts. These models assume key variables are known and that relationships among them are fixed. Operational scenarios are one of the most common types of scenario planning an organization will undertake internally.

Operational scenarios specifically explore the immediate impact of an event. The scenario then provides short-term strategic implications. Normative scenarios describe a preferred or achievable end state. These scenarios are less objective planning and more geared toward statements of goals.

These goals are not necessarily about an organizational vision, but more about how the company would like to operate in the future. Normative scenarios are often combined with other types of scenario planning as they provide a summation of changes and a targeted list of activities. Strategic management scenarios are essentially stories that say little about the company or industry, but more about the environment in which products and services are consumed.

These are often the most challenging scenarios for company leaders to put together because they require a broad industry, economic and world view. On the plus side, they give planners freedom to brainstorm decisions and a broad storytelling mandate. In some cases, companies bring in analysts or even so-called futurists. Typically, macroeconomic expectations are used in conjunction with scenario planning to help the CFO frame near-term expectations for the company and to level set expectations in departments.

The fundamentals of scenario planning are the same, even if the particulars across industries and within businesses vary. To illustrate this, consider how two fictional companies, a software provider and a wholesale distributor, would approach scenario planning during the COVID pandemic.

Company 1: Gimbloo Software is a young business software company that had been experiencing steady growth until the pandemic. Company 2: Before the pandemic, the CFO at established wholesale distributor Tar Heel Direct had prepared three scenarios based on order volume: green, yellow and red. Each scenario encompassed a new set of mitigating actions, using order volume as a metric to trigger when it was time to enact each action sequence. However, the retail freefall meant that Tar Heel Direct found itself operating in the worst-case scenario — red — within a matter of weeks.

Because the negative effects of the pandemic were so sudden, the company decided to set milestones for every 30 days in anticipation of delayed accounts receivable as well as reduced ability of retailers to accept products. It quickly lost orders from most customers with physical retail locations — infection rates and lockdown orders have a direct impact on sales. Internally, Tar Heel Direct has taken safety precautions for its workers. Suppliers and customers are in roughly the same boat, with suppliers being affected too — though not as dramatically as retail outlets.

Some incoming product shipments will be delayed, or suppliers may be able to provide only fractions of their normal output. Scenario planning is often conflated with business continuity planning. While both are structured processes for helping a company navigate the future, scenario planning plays a longer game that considers revenue over time.

Business continuity planning is about how your business will react to a disaster, such as a warehouse fire or earthquake. In both processes, the journey may be as valuable as the final work product.

By bringing leaders together to think through what could affect your business, you may head off potential risk.