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Prototyping and Rapid Contents
Application Development (RAD)
aDefinitions
2 steps forward, 1 step back? aAnecdotal advantages!
aAnecdotal problems!
Jeremy Reece - School of Computing aSurvey evidence
University of Wolverhampton aOur experiences
aSummary
email: JPR@wlv.ac.uk aReferences
Prototyping and Rapid Prototyping and Rapid Application
Application Development (RAD) 1 Development (RAD) 2
RAD - Background What is RAD
aTopical in 1990’s after aRAD is
`Book Rapid Application Development by Martin, J (1991) `a complete methodology covering systems development from
aBecame latest buzz phrase business requirements to ongoing development (not
maintenance)
aFurther books
aSupport tools to facilitate it `a ‘tool kit’ methodology
aDSDM
`consortium of leading industrial names `Open, can be adapted to projects, individual and organisational
`have produced a RAD method philosophy
aMany techniques used have been around for a long time `can utilise a wide range of techniques and tools
`recently brought forward as solutions to IS problems.
Prototyping and Rapid Application Prototyping and Rapid Application
Development (RAD) 3 Development (RAD) 4
1
RAD - Goals RAD - Quality
aRadically changes way systems are developed with goals The definition of quality in a RAD environment is put well by
of. James Martin
`High quality systems “meeting the true business (or user) requirements as
`fast development and delivery effectively as possible at the time the system comes into
`low costs operation”
High High (Martin 1991)
`These should Speed Quality as opposed to:
go hand in hand
when the right tools Low
and techniques are used Cost “conforming to the written specification as effectively as
Martin, J.1991 possible”
(Martin 1991)
Prototyping and Rapid Application Prototyping and Rapid Application
Development (RAD) 5 Development (RAD) 6
RAD - Properties RAD - Cost
`Does away with the concept of a frozen specification aEmphasis placed on low cost
`All developments should be cost effective though
`Place emphasis on user involvement and `identified as potential expensive option in terms of up front
responsibility throughout whole development investment (Graham 1995a)
`Properties aOrganisation may pay more for a quality system in a
shorter time-scale
⌧Must be delivered in 2 - 6 months
⌧split into increments if too large to enable this, aEvidence all goals are achievable including lowering of
⌧each increment is implemented separately with frequent delivery of
working parts of system. costs (Goodwin 1993)
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Development (RAD) 7 Development (RAD) 8
2
Rapid Development RAD - Traditional Methodologies
Rapid Development aGoals of RAD diametrically opposed to more traditional
methodologies which adopt a waterfall model
Small Teams Reusable parts Automated tools User
Involvement aAlthough quality and speed of delivery are paramount,
does not mean what is good in traditional system
Lower Cost Higher Meets business development is thrown away. There must be
Quality needs better `Effective project management testing
`appropriate up to date documentation quality assurance
Lower maintenance `requirements specification designs
costs `appropriate maintainability reuse etc
Rapid development, high quality and lower costs go hand in hand if an appropriate development
methodology is used, Martin 1991
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Development (RAD) 9 Development (RAD) 10
RAD - Traditional Methodologies RAD - Applicability to
(Cont’d) Organisations
aDSDM manual (1995) emphasises systems must be build aRAD is more applicable to organisations because
on sound s/w engineering principles `World market place is competitive, need right system at the
right time to get competitive edge
aKey difference `Organisations are dynamic and evolving, requirements change
as a system is built, a frozen specifications become outdated
`these issues are not allowed to dominate business requirements `IT now viewed as a cost centre not a resource, once system
and speed of delivery delivered it starts earning money
`must be appropriate to project needs `Systems are used by users, if jointly developed by users then
`e.g. a system with a lifetime of 3 months shouldn’t take 18 more likely to be accepted
months to develop
Prototyping and Rapid Application Prototyping and Rapid Application
Development (RAD) 11 Development (RAD) 12
3
The DSDM View DSDM Principles
aA product based view of development is more flexible aDevelopment teams - consist of developers and users
than an activity based view who are empowered to make decisions
aBusiness requirements paramount
aInteractive development is important to developing aDevelopers and users communicate closely through
systems rapidly iterative development involving prototypes
aChange is encouraged and is reversible
aRapid application development must involve user aAll involved must be highly skilled and motivated
involvement towards business objectives
aTesting is done throughout development and reviewed
An attempt to provide a framework/method (DSDM 1995) by whole team
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Development (RAD) 13 Development (RAD) 14
DSDM Principles (Cont’d) RAD - Usage
aLarger projects - frequent deliverables should be aMay be based upon tools and techniques found in other
scheduled methodologies
aHigh level scope and purpose of the system should be aHence can be superimposed on existing skills
agreed and fixed early in development `although easier for some than others
aRelationship between vendor and purchaser must be aGoals and Principles enforce changes in
one of co-operation. `project structure
`project management
`team organisation and motivation
`philosophy and
`working practice
aAll left is modeling tools and some techniques
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Development (RAD) 15 Development (RAD) 16
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