#v-model

const props = defineProps<{

modelValue: boolean

}>()

emits

const emit = defineEmits(['update:modelValue'])

v-dialog etc

:modelValue="props.modelValue"

For SWEN301 at Victoria University I had to write an essay/report on "Software Development Life Cycles: History and Future".

It's not a terribly exciting essay; most of it is regurgitation to prove I know something. However the bit about forecasting future trends is my own thoughts, and I'd be interested to see what others have to say! 

The due date has passed, so you won't be helping me cheat or anything :)

Here's the abstract:

This essay gives an introduction to three software development process models and their future trends. These are Waterfall, V-Model, and Extreme Programming. Its purpose is to identify similarities and differences between them, central themes common to all process models, and forecast trends for future process models. Themes in this essay focus on how process models both enhance and hinder a team's ability to develop software which satisfies the needs of the customer. I forecast that future models will be modularized, support analysis through measurable processes, and enhance distributed development. Future models will therefore offer more effective solutions to delivering customer satisfaction.

You can read the full thing at http://itsnickmalcolm.com/swen301_essay.pdf

Over our four short years as a company so far we’ve worked hard to deliver projects in the most effective way possible. Part of that has meant using Agile methods – mainly Scrum. When Agile works, it’s great. And we really believe in it; indeed, our entire team at Cohaesus is ScrumMaster-certified. 

But Agile takes commitment from both sides of the table. When we set out on a project using Agile, we need equal commitment from the agencies we work with; they need to be product owners.

Agencies might talk about Agile, but in our experience they are very, very rarely able to provide the level of commitment required to really follow it through. And for a very good reason: that tricky word, finance. 

When a campaign or a marketing project gets the green light, approval is always conditionally attached to a fixed budget. That’s basic business. You pay a known price for an estimated amount of value. Agencies live on margin; therefore the most successful agencies get the biggest budgets but reduce their outgoing costs as much as possible. Again, pretty basic business stuff. You don’t have to wonder why they make it really difficult to spend any money – triple approved purchase orders, expense sign-off rules, etc.; you know the pain. 

So, the agency has agreed a fixed budget with their client, and in any event they want to reduce the amount of money they spend by as much as possible. Also, to get a purchase order and sign-off from the client they need a “Statement of Work”, which typically includes a set of wireframes, designs, etc. Essentially, the client wants to know what they will get so they can agree to it upfront. 

You now have a fixed cost and a fixed scope. Add to that, that the client usually has an immovable deadline; you end up breaking all the basic project management rules – not just the Agile ones! 

It’s ugly, it’s messy, and, alas, Agile just doesn’t cut it in this environment. 

This is why we’ve developed a brand new process for our work with agencies, and scrapped Agile altogether.

Well, sort of; we’ve found that by incorporating just enough Agile methodology with tried-and-tested Waterfall techniques, we’re able to offer the right balance. (Our new process is based on the V-model, which is used in defence and aviation.)