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a part of a project that pays for itself over and over again. You've probably heard the expression the gift that keeps on giving. Because reusable objects and components provide a lasting return on investment, they should be valued across many projects, not just one. The labor of a skilled developer (such as you) can be encapsulated in a reusable component and implemented repeatedly, providing diminishing costs. This line of thinking should be the basis of your discussion with curious managers and executives, should you ever be summoned to speak to them about the progress of your project. |
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Working with Project Managers |
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Managers and executives have to be assured that any refinement of use cases isn't wasteful. Be prepared to give pep talks to management about how important it is to allow the proper resolution of discoveries in business processes. In fact, you could argue that the modifications in business processes could lead to cost savings, increased revenues, or both; they could possibly be implemented before the application is complete. |
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Many concerns of executives are also the concerns of project managers, but at a finer level of detail. Questions you can explicitly or implicitly expect from your project managers about the state of the project itself include |
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How much has Component A cost to develop? How long will it take to develop the other components and subsystems? |
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What goals are you trying to achieve for each iteration and increment? What's the state of each use case, and how will each use case improve its corresponding business process? |
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How has the complexity of the domain affected the morale of the project team? |
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If the project is behind schedule, how can you improve the process? If improvement involves hiring more resources, what will be their responsibilities?'' |
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If the enlightened project manager is new to object-oriented programming, she might also ask, How can we structure the project in order to effectively run it? |
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New Discoveries in How the End User Uses the Visual Basic Application |
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Because interactions between project teams and users are often less than amiable, developers' assumptions about user expectations tend to replace natural discoveries of business processes. Planning iterations and increments localizes this occurring hostility to one increment instead of the entire development process. Actively including user input to validate your discoveries increases the chance of success for your Visual Basic application. |
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