oo methodology 101

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Copyright 1995 2005 by Nazzaro & Associates. All Rights Reserved.

Presented by:

E-Mail - [email protected] - (610) 831-1151

William F. Nazzaro

Nazzaro & Associates

Object-Oriented

Methodology 101


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Ver. 1.0 Page - 2Copyright 1995 2005 by Nazzaro & Associates. All Rights Reserved.

Object-OrientedMethodology 101

Premises OO is becoming critical as systems become more

Complicated Complex Distributed

Organizations are No longer investigating OO as a possibility Investigating how to use OO competitively

Objectives Discuss reasons/benefits of OO Discuss the essential linchpin to realize those benefits


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What to Expect

Object-orientations first impact at your company Can be a tremendous success, or A complete blunder

Need awareness of this technology's Power Impact Shortcomings Potential


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Benefits come from careful analysis, design,and development practices that exploit the OO paradigm!

Benefits ofObject-Orientation

Faster development Reduced cost

Reuse Higher quality systems Improved architecture

More adaptable More scalable

Itsnot

magical!


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Copyright 1995 2005 by Nazzaro & Associates. All Rights Reserved.

MethodologyThe Quintessential Linchpin


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Methodology

A specification of a processthrough which software canbe developed A set of generic software

development techniquestogether with a set ofguidelines defining how andwhen those techniquesshould be applied

Though there is madness, there is a method int.

- Hamlet, William Shakespeare



What Should anOO Methodology Do?

Define Project roles Software lifecycle Deliverables to be created Standards for documenting those deliverables Techniques for creating those deliverables Dependencies among deliverables

Ensure consistent application of techniques Facilitate staff transitions between phases and projects

Needs to be reasonable, pragmatic,and most of all flexible



What Should anOO Methodology Do?

Provide An experience base in the following areas

Estimating guidelines and templates Techniques for analyzing models

Depth of coverage for life cycle phases Guidance for

Object-Oriented Applications Distributed Object Applications

Quality examples Stress iterative and incremental development

Needs to be reasonable, pragmatic,and most of all flexible



MethodologyMisconceptions

Notation is not methodology Unified Modeling Language (UML) Object Modeling Technique (OMT) Booch

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MethodologyMisconceptions

Language is not methodology C++ Smalltalk Java Eiffel Visual Basic

Tools are not methodology Rational Rose Paradigm Plus Select OMT GUI Builder

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Tools Are Not SmartSo We Have to Be



What to Look Forin a Methodology


13/25Ver. 1.0 Page - 13Copyright 1995 2005 by Nazzaro & Associates. All Rights Reserved.* Adapted from: Grady, B., Object Solutions.

Process*Predictability vs. Creativity

Management needs predictability, Essential for

Team organization andassignments Incremental build plans Risk mitigation Proactive management

Development team thrives oncreativity Essential for creation of solutions

Innovative Unique

Problem - Need to establish abalance between these two extremesAnswer - Distinguish the macro/microelements of the development process

Macro Development Process Micro Development Process



Macro Development ProcessOverview

Overall concern is planning Three key elements

Continuous integration Executable releases that grow infunctionality Releases enable management to measureprogress and actively identify risks andmitigate them

Macro process Represents the project managers needs Controlling framework for the microprocess Time frame measured in weeks/months

AnalysisAnalysisAnalysis

Conceptual-

ization

ConceptualConceptual--izationization Design

DesignDesign

MaintenanceMaintenanceMaintenance

EvolutionEvolutionEvolution

Project managers can only control things they can see



Micro Development ProcessOverview

Class

Discovery

ClassClass

DiscoveryDiscovery

Class

Implementation

ClassClass

ImplementationImplementation Responsibility

Distribution

ResponsibilityResponsibility

DistributionDistribution

Relationship

Discovery

RelationshipRelationship

DiscoveryDiscovery

Agenda Select the correct abstractions Determine proper distribution of responsibility Create a set of of mechanisms that regulatethese abstractions (e.g., semantic dependencies) Concretely represent these abstractions andmechanisms

Micro process Represents the development teams needs Carries on throughout the macro process, buteach iteration has a different emphasisdepending upon the projects current macroprocess Time frame measured in weeks/days



What Can I Expecton My First OO Project?

Lessons Learned Project management

Duration Staffing Reuse strategy Project estimating

Analysis and design Technology

How does and OO Methodology Help?



Lessons LearnedProject Management - Duration

First project Will take longer than usingyour traditional approach Mostly learning curve Little or no reuse

Second project Will take longer than usingyour traditional approach Learning curve still exists fordesign and architecture Maybe some reuse

Third project (payback)*Duration of a project is approximately 6 months



Lessons LearnedProject Management - Staffing

Few skilled and experienced staff Options

Hire an experienced staff Subcontract Mentor

Strip mining vs. investment On the job learning doesnt work

Grow your experts Realize everyone will not becapable of making the paradigmshift to OO



Lessons LearnedProject Management - Reuse Strategy

Incorrect belief that reuse is guaranteedbecause we are object-oriented Must plan for reuse Takes time and money

Need Specific procedures Dedicated resources Investment in re-use

Diligently select candidate classes tomake reusable Every class does not have to be reusable More reuse is not always better Examine cost/benefit trade-offs

CorporateCorporate

DivisionDivision

ProjectProject



Lessons LearnedProject Management - Estimating

Original estimates were based uponClassic development approach Few object technology projects as

models Had to learn by experience Rework necessary but valuable

Project plans need to include time for Prototypes and evaluations Walk-throughs and inspections



Lessons LearnedAnalysis and Design - 1

Be aware of creating object-freeapplications Seduction by the dark side of OO

Empower a chief architect or architectureteam Illusion of rapid progress duringdevelopment

Essentially the Universal Studio Effect Do not underestimate analysis and design

Need Difficulty



Lessons LearnedAnalysis and Design - 2*

0

10

20

30

40

50

60

70

80

90

100

Percetage ofDevelopment

Effort

Analysis/Des ign Coding/Unit Testing Integration, System and

Acceptance Tes ting

Pre-Objects

With Objects

* Source: Gartner Group

Development Life Cycle



Lessons LearnedTechnology - Maturity?

Individual technologies have matured but new technologiescontinue to develop and gain mindshare For example,

Internet/intranet applications Object Request Brokers (ORBs) Object-oriented databases

Major risk - vendors failed to deliver products on time Software Development Environment

Must be managed Upgrades frequent Upgrades not 100 compatible with earlier versions


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In SummaryFive Guidelines for Success

Organization must understandtheir problem Upper managementcommitment

Stand by the project Accurate expectations

Select/implement amethodology

Must be able to answer the question -Why are we transitioning to OO?

Effective education/mentoring Multiple levels of education Front-end lifecycle education

Requirements

Analysis Design

Language education Testing

Select a pilot project and setaccurate expectations


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Presented by:

E-Mail - [email protected] - (610) 831-1151

William F. Nazzaro

Nazzaro & Associates

Object-Oriented

Methodology 101

oo methodology 101

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