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ICTPRG502 Manage a project using software management tools ICTPRG520 Validate an application design against specification ASSESSMENTS ASSESSMENT 1 Qualification Code / Name: ICT60515 Advanced Diploma of Computer Systems Technology Competency Code / Unit(s): ICTPRG502 Manage a project using software tools ICTPRG520 Validate an application design against specification Student’s full legal name: name: Student ID: Assessor’s name: Structured Activities: Assessment Task 1 – Knowledge Questions Assessors must explain the assessments to the students prior to the students commencing their assessment tasks. Assessment Instructions Context Purpose of this assessment is to establish the underpinning knowledge in this unit of competency. This assessment takes place in International Institute of Business and Information Technology (IIBIT) computer lab. The following factors must be observed during assessment – please follow WHS instructions given by your trainer and ones put on the wall. This assessment is due when you are instructed by your trainer. Assessment Task 1 – Written questions Instructions to the student Students are required to read each question carefully and provide answers to them. Question 1: Briefly explain the following software development methodologies: · Agile · Joint application design · Prototyping · RAD · Waterfall Question 2: You should be aware of OPAL cards used in the transport industry throughout Sydney and its suburbs, which software development methodology can be appropriate for this project. Why? Justify. Note: To learn about OPAL card, please visit opal.com.au Question 3: If your customer’s requirement is an ecommerce website to sell beauty products, how would you create a proof – of –concept for the same. Also create a work break down structure (WBS) using MS Project. Question 4: Below is a part of SRS. Carefully read through the SRS. Detailed invoice for customer. · The system shall display detailed invoice for current order once it is confirmed. · The system shall optionally allow user to print the invoice. Provide shopping cart facility. · The system shall provide shopping cart during online purchase. · The system shall allow user to add/remove products in the shopping cart. · Provide multiple shipping methods. · The system shall display different shipping options provided by shipping department. · The system shall enable user to select the shipping method during payment process. · The system shall display the shipping charges. · The system shall display tentative duration for shipping. For the above given SRS, assume XYZ organisation has created a software, evaluate a design to validate the application. Question 5: For the SRS given above suggest the testing requirements. Evaluate a method to validate test plans and test cases. Question 6: Explain the importance of forums, blogs. If X phone manufacturer is introducing a new phone (like Apple or Samsung introducing a new phone) how would this collaboration environment (which is blogs, forum etc.,)help them promote their new product? Question 7: What is a Static analysis? Brief. STUDENT DECLARATION Student Name Student ID Student’s Declaration: I declare that: · I am submitting work in this assignment that is my own, except where acknowledgement/s of sources are made. · I was explained the Units of competence, elements and performance criteria which I studied during the course and provided with adequate resources which enable me to complete this assessment. · The assessment tasks, assessment criteria and assessment due date(s) for this course were explained. · I was advised and I am aware of IIBIT’s Policies and Procedures including the Assessment Policy and the Assessment Appeals Process. · I have been advised am aware of how to access my Record of Results. Signature of student: ___________________________Date: ______________________ Assessor Acknowledgment of receipt Sign: _______________________Date: __________________ Assessor Marking and Feedback Form: Assessment Activities S NS Has the student attached the following evidence documents Place a tick () Assessment Task 1: Knowledge Questions S NS Q1. Explained the different software development methodologies briefly? Q2. Suggested an appropriate software development methodology for transport industry and provided the justification for the selection? Q3. Created a proof of concept and WBS for an ecommerce website? Q4. Evaluated a design to validate the application? Q5. Evaluated a method to validate test plans and test cases? Q6. Explained the importance of forums, blogs? Q7. Briefly described static analysis? Assessment Outcome: Satisfactory NOT Satisfactory Authorised by – Campus Manager Issue Date –22 May 2018 International Institute of Business & Information Technology RTO No: 6538/ ABN:64 085 266 771/ 085 266 771 Head Office :Ground Floor, 841 George Street, Sydney NSW 2000 Doc Name – ICTPRG502 / ICTPRG520 – Assessment Booklet Version 2.0 Page 5 of 5 ICTPRG502 Manage a project using software management tools ICTPRG520 Validate an application design against specification ASSESSMENTS ASSESSMENT 2 Qualification Code / Name: ICT60515 Advanced Diploma of Computer Systems Technology Competency Code / Unit(s): ICTPRG502 Manage a project using software tools ICTPRG520 Validate an application design against specification Student’s full legal name: name: Student ID: Assessor’s name: Structured Activities: Assessment Task 2: - Case Study Assessors must explain the assessments to the students prior to the students commencing their assessment tasks. Context Purpose of this assessment is to assess the skills to use software management tools and manage a project from initiation to completion. This assessment takes place in International Institute of Business and Information Technology (IIBIT) computer lab. The following factors must be observed during assessment – please follow WHS instructions given by your trainer and ones put on the wall. This assessment is due when you are instructed by your trainer. Assessment Task 2: - Case Study XYZ Software organisation develops several human resource management software systems that are widely used throughout fortune 1000 companies. Like the popular software companies this organisation firmly entrenched culture of using the waterfall development method to develop their software products for over 20 years. The organisation consists of nearly 600 engineers involved in developing their products operating in several different locations. XYZ development organisation develops products consisting of nearly 25 applications that includes software for HR, payroll, timekeeper, accounts and others. Much of the product development uses the Java programming language, or dot net language. XYZ under took the agile development transition beginning in 2005 for the engineering team. Why Agile??? The first step towards adopting an agile development process came from the senior executive level of the organisation, Chief Technical Officer (CTO).From this perspective the current development process “didn’t feel right” .While the organisation wasn’t broken going into the agile development transition, CTO’s driving concern was to ensure that as the organisation grew they would not fall into the trap that some other large organisations encounter slowing productivity as opposed to the nimbleness that small teams possess. Factors contributing to the feeling were the high number of problem reports, time spent debugging the code was increasing at the cost of implementing less features the target release date for recent versions of the product slipped and employee burnout was being experienced. The 12 month product development cycle plan consisted of roughly six months of coding and six months of testing. The plan typically resulted in five months of coding and seven months of testing. The goal of adopting agile development practices were: ·Lower overhead associated with development ·change responsiveness to customer needs ·improve quality of the products Due to employee burnout, fun was also a reason for adopting agile software development practices. The management team understood that developers wanted to write code. They wanted to create new technology and solve problems. Fixing bugs and regression testing was considered less fun, but was a significant piece of the development effort. For a twelve months cycle, developers were spending five months were high pressure times, due to the unpredictability of testing and debugging. Long hours spent finding and addressing the bugs during the last seven months was a common practise. A more sustainable pace was needed, not ‘bug bashes’ where people would stay late to fix bugs within the products. Management wanted to change the cycle from 5/7 to 11/1, where eleven months were spent doing the fun stuff. This coincides with statements made by Pete Deemer, Chief Product officer at Yahoo! (India Research and Development): Details about the agile implementation The first steps for adopting agile development methods were initiated by the CTO by having consultants come in and evaluate the organisation. After the consultants observed the organisation development practices the CTO then presented the results to the organisation and laid out how the development transition would be made. The presentation also showed the engineering team why the change was necessary and how things would improve. This executive level support enabled easy buy-in by the engineering team, as it came from the CTO himself. A rallying cry of “11/1” was used to motivate employees to see the positive aspects of agile development. “11/1” indicated that the engineering organisation was going to focus much more on the actual development work (11 months), and less time on the integration and final testing phase (1 month).Not only would the change help the company and direct stakeholders, but it would also help the employees by focusing on what engineers want to do, as opposed to the more mundane aspects that were occupying increasing amounts of time. Five full time consultants were brought on board, and a team of five to ten internal full time agile coaches was assembled to provide training to the organisation. It took about three months to roll out agile development practices to the organisation. After a six months period the consultants left leaving the internal coaches to finish carrying out the agile transition. The method took place in two phases. The first phase instituted in 2005 focussed on adjusting the development practices used. These practises include the incremental approach to developing the products in smaller, “bite-size chunks” and retrospective. The second phase instituted in 2007 involved the adoption of Scrum practices within the organisation. This phase introduced role changes for managers and provided greater empowerment to the development teams. Although XYZ was a traditional waterfall development based company, there were some practices that the organisation had used were agile based (without using the agile name) that made the choice of choosing agile development easier. It was decided that the entire suite of products would make the transition to agile development together. This was due to the overhead penalty that was forecast by transitioning one or a few groups and then having to apply an agile transition process to the remaining groups later. Further it just made sense to transition all teams at once, since there were several products that in essence became integrated into one large suite of application. In the words of one director of development they were entering uncharted territory, transitioning the whole development organisation at once, contradicting recommendations in agile development articles and consultants suggestions. Assessment of the transition In order to gauge the progress of the agile transition coaches are involved to check the pulse of the teams. They meet every 2 weeks to discuss the status of the transition. The subsequent addition