#software process

3D Repo, the leading solution provider in Digital Construction technology, has recently introduced a software called 3D Diff solution that recognizes clashes in construction plans by examining the 3D models which were submitted by project partners and contractors.

3D Diff is considered as the first ever web based, real-time change detection software for 3D models which are frequently utilized in Building Information Modeling (BIM).

The improved 3D Diff solution with Clash Detection automatically detects and highlights intersections, and consequently prospective conflicts, among various types of models. From the inception phase of the architect’s plans, a range of disciplines, along with structural; environmental; mechanical, electrical and plumbing, and feasibly various others, will generate their own models. Each such model comprises of a range of 3D files with elementary metadata. Because, in several cases, each discipline functions with their own silos prior to occurrence of design review on a federation, clashes like pipework cutting via a solid steel structure may simply happen.

The cloud-based 3D Clash Detection offers a quick and consistent way to compare and contrast 3D models, from various disciplines, devoid of the file format or the software applied to form them. The 3D Diff with Clash Detection can function on different types of models in real time through an encrypted web browser.

The 3D Repo solution is also useful for the users to allocate visualizations, along with focusing on clashes, with project partners and stakeholders regardless of location or time-zone. These can then be exported as BCF (Building Collaboration Format) files to be distributed with authoring tools. The 3D Repo solution identifies and visualizes perfect intersection points wherever the clashes are found.

With the use of online 3D Clash Detection in combination with 3D Diff Change Detection technology, the models of any type and from any source are compared with the original designs, and with each other, making sure the clashes are identified at the initial state.

At the backend of the 3D Diff digital solution, there is 3D Repo’s award winning cloud based BIM platform that facilitates the users to access the latest 3D models through the web, and make real time modifications and informed decisions.

To avail 3D Diff at free of cost, click on this link www.3drepo.io

The Team Software Process (TSP) is performed by teams trained in the Personal Software Process (PSP). These teams need training so they can develop their own plans and track them by using established indicators in order to develop quality software.

TSP has the following fundamental principles: teamwork, focus on quality, a structured process, shared knowledge between team members, individual and team self-management and developing plans and realistic goals.

As part of TSP’ strategies we have learned that some guidance has to be given to the team members so they can define roles and develop the product on life-cycles.

All team members must have solid PSP training and problems must be broken down into smaller pieces and be defined in a clear way.

Teams must establish their own standards and then they’ll be required to comply with their responsibilities.

The past week we have discussed several Software Processes such as Agile, EP(Extreme Programming), Scrum, and TDD (Test-Driven Development). All we talked was somewhat related to Agile and we did not touch on the traditional process called Waterfall. So in this post, I would like to share my understanding of Waterfall process and the comparison between Waterfall and Agile. 

Waterfall was first proposed In 1970 by Winston W. Royce in his paper, Managing the Development of Large Software Projects. Although he never used the term in his paper, the incremental methodology later became known as Waterfall and became one of the most widely used software development model in history. Waterfall is a linear process in which development of software is depicted as cascading through the following four SDP phases sequentially: requirements analysis, design, implementation, and testing/validation. 

According to the book, Project Management for the IBM Unified Process, the basic tenants of the waterfall method are (Gibbs, 2006):

One cannot build anything before knowing its requirements.

Rework should be minimized by not beginning development until all the requirements and specifications are agreed upon.

One may not begin work on a subsequent phase until all the work of the current phase is complete.

This rigid structure makes it conducive to establishing schedules, efficiently allocate resources, and is overall is a simpler process to understand and manage. However, because its rigid structure requires all of the requirements to be collected before any design or is performed, it can serves to minimize the amount of time the project sponsors are engaged in the process of developing the product and also discourages the use of iterative feedback sometimes required by the sponsors to completely understand their specifications. 

I have always been interested in a project management position. Managing a project requires understanding both the big picture and inner workings of a project. However, project managers supervise the individuals in their team and need to motivate the team to succeed. This week we talked about some software processes, Agile, Scrum, Extreme Programming (XP), and Test Driven Development (TDD) to name a few. Many of the preparatory materials for this week emphasized that these processes are more philosophies than methodologies. The individual or team working on a project decides to follow a certain software process and designs their work environment around that philosophy. As a project manager, introducing a philosophy to a team can be difficult and sometimes end in failure. This is what I am most interested in: How does a manager introduce a new philosophy to a team and inspire that team to follow the philosophy?