Book contents
- Frontmatter
- Dedication
- Contents
- Figures
- Tables
- Foreword
- Preface
- Acknowledgements
- Overview of the Book
- 1 Knowledge Driven Development: What is the Proposition?
- 2 Project Delivery and Supporting Methodologies
- 3 Project Delivery Pain Areas and the Way Forward
- 4 Project Knowledge Model: Context and Definition
- 5 Project Knowledge Model: A Differentiator
- 6 Project Knowledge Model vs Project Documents
- 7 Extending Project Knowledge Model to Cover End-to-End Project Delivery – KDD
- 8 Extended KDD: Pre-Requirement and Post Delivery
- 9 KDD Compliance with Standards of Project Delivery
- 10 Enabling DevOps
- 11 Addressing Contemporary Concerns of Project Delivery
- 12 Helping Existing Methodologies
- 13 Technology Enablers: Tools and Automation
- 14 Suits Factory Model: Needs Cultural Change
- 15 Global Relevance of KDD: GKMF Assisting Skill Development
- 16 Lean KDD: Elimination of Requirement and Test Design?
- 17 Conclusion
- Appendix A Illustrative Non-Functional Attributes
- Appendix B Compliance of PKM with GKMF
- Appendix C Project Estimate and Business Rule/Scenario Framework
- Appendix D Inventory Relationship for Setting up of Security Questions – as per Example in Chapter 6
- Appendix E KDD: Response to Criticism
- Glossary
- References
- Index
14 - Suits Factory Model: Needs Cultural Change
Published online by Cambridge University Press: 20 October 2018
- Frontmatter
- Dedication
- Contents
- Figures
- Tables
- Foreword
- Preface
- Acknowledgements
- Overview of the Book
- 1 Knowledge Driven Development: What is the Proposition?
- 2 Project Delivery and Supporting Methodologies
- 3 Project Delivery Pain Areas and the Way Forward
- 4 Project Knowledge Model: Context and Definition
- 5 Project Knowledge Model: A Differentiator
- 6 Project Knowledge Model vs Project Documents
- 7 Extending Project Knowledge Model to Cover End-to-End Project Delivery – KDD
- 8 Extended KDD: Pre-Requirement and Post Delivery
- 9 KDD Compliance with Standards of Project Delivery
- 10 Enabling DevOps
- 11 Addressing Contemporary Concerns of Project Delivery
- 12 Helping Existing Methodologies
- 13 Technology Enablers: Tools and Automation
- 14 Suits Factory Model: Needs Cultural Change
- 15 Global Relevance of KDD: GKMF Assisting Skill Development
- 16 Lean KDD: Elimination of Requirement and Test Design?
- 17 Conclusion
- Appendix A Illustrative Non-Functional Attributes
- Appendix B Compliance of PKM with GKMF
- Appendix C Project Estimate and Business Rule/Scenario Framework
- Appendix D Inventory Relationship for Setting up of Security Questions – as per Example in Chapter 6
- Appendix E KDD: Response to Criticism
- Glossary
- References
- Index
Summary
KDD can drive the digitisation of project knowledge that may lead to standardising the processes of the project delivery. This may take the IT industry away from being knowledge-based and nearer to being a process-based industry. The factory model is suited to process-based industries and we can now say that KDD may enable IT industry to follow the factory model. However, changing from the current knowledge-based approach to factory approach is not simple. It needs greater appreciation of the digitisation of the project knowledge and a change in mindset to inspire the project team to work in the factory model. This chapter discusses these two topics in detail: enablement of the factory model for IT industry and the cultural change required to make it happen.
Bringing IT Project Delivery Closer to Process-Based Industry
Traditional project knowledge is contained in the following set of project documents:
a. Business Requirement Specification (BRS)
b. Functional Specification Document (FSD)
c. High Level Design Document (HLD)
d. Test Cases
KDD has digitised the project knowledge from these four documents to 189 data points. These data points are integrated with each other and provide a framework to manage the project knowledge via PKM. This will revolutionise the treatment of project knowledge and, in fact, commoditise it. This has brought software development closer to being a process-based industry from being a knowledge-based industry.
Let us understand the document production regime of project knowledge by an example. As a business analyst, I have to produce the BRS document. When I start the day in office, I will have limited idea on how long it will take; I only have an indicative estimate to refer to. With my skills, experience and networking with my colleagues I will try to complete the BRS within the given time. If I am highly skilled and experienced, I can complete the work in half the time allocated and if I am a novice business analyst, it might even take more than twice the effort and the quality of work may not be fit-for-purpose. This is a typical situation while working in a knowledge-based industry.
Let us now understand what typically happens in a factory. At the start of the day, the worker in the factory will get a target of specific output for the day.
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- Knowledge Driven DevelopmentBridging Waterfall and Agile Methodologies, pp. 233 - 240Publisher: Cambridge University PressPrint publication year: 2018