1. 1 CS 501 Spring 2003 CS 501: Software Engineering Lecture 3 Feasibility Studies

2. 2 CS 501 Spring 2003 Administration News group: newsstand.cit.cornell.edu/cornell.class.cs501 Projects: New concept on Web site, MIDAS Announcements by project groups

3. 3 CS 501 Spring 2003 Administration Project teams: If you have definitely chosen a project, please notify the Teaching Assistants. Send email to cs501@cs.cornell.edu with the names of your team members If you do not have a team you can meet after class We may ask teams to add extra members A Teaching Assistant will be added to each team.

4. 4 CS 501 Spring 2003 Feasibility Study Before beginning a project, a (usually) short, low-cost study to identify: Client Scope Potential benefits Resources needed: staff, time, equipment, etc. Potential obstacles Where are the risks? How can they be minimized?

5. 5 CS 501 Spring 2003 Feasibility Study A feasibility study leads to a decision: go ahead do not go ahead think again In production projects, the feasibility study often leads to a budget request. In research, a feasibility study is often in the form of a proposal.

6. 6 CS 501 Spring 2003 Example 1: NSDL (Good but Slow Process) Outline Description Create a comprehensive digital library for all aspects of science education, where science and education are both defined very broadly.

7. 7 CS 501 Spring 2003 Example 1: NSDL Timetable 1996Vision articulated by NSF's Division of Undergraduate Education 1997National Research Council workshop 1998SMETE-Lib workshop 1999NSDL solicitation 20006 demonstration projects (core system) 20011 large core integration system funded 2002Phase 1 release 2006End of implementation phase

8. 8 CS 501 Spring 2003 Example 2: Library of Congress (No Feasibility Study) Outline Description The Library of Congress required a repository system to store and make accessible very large amounts of highly varied material over long periods of time.

9. 9 CS 501 Spring 2003 Example 2: Chronology (Bad) 1993-94CNRI carried out research on architectures for digital libraries. 1995-97CNRI developed prototype repository for Library of Congress. 1998CNRI and Library of Congress realized that the project was going in the wrong direction.

10. 10 CS 501 Spring 2003 Example 2: Mistakes Confusion of objectives (research and implementation) Failure to involve all stakeholders Over-ambitious (no proper feasibility study)

11. 11 CS 501 Spring 2003 Example 2: Bad Discoveries During Prototype Resistance to change within Library of Congress Technical weakness of Library of Congress Gaps in CNRI architecture

12. 12 CS 501 Spring 2003 Example 2: Research During Prototype 1. CORBA implementation of repository access protocol. 2. Integration of persistent naming through handle system. 3. Use of structural metadata to describe complex objects, elementary typology. 4. Access management framework and implementation. 5. Applet-based middleware for user interfaces. 6. Information visualization program to view the structure of large collections. As research this was excellent, but it did not help the client build a production system.

13. 13 CS 501 Spring 2003 Example 3: U.S. Government Agency (Decision before Feasibility Study) Outline Description A U.S. government agency, which manages huge numbers of documents and other records, has been very slow in moving from a paper based approach to managing digital documents.

14. 14 CS 501 Spring 2003 Example 3: Chronology Scientific computing center at University of California commissioned to develop prototype system. Funds approved by Congress to "procure" major computer system. National Academy of Sciences commissioned to report on the technical approach to be followed and the results of the University of California prototype.

15. 15 CS 501 Spring 2003 Example 3: National Academy report The (draft) National Academy study finds: The computer system is technically feasible University of California prototype promising but incomplete Agency needs stronger technical staff The study recommends a modified Waterfall approach: 1.System architecture created by iterative refinement 2.Followed by implemented to design created as part of system architecture

16. 16 CS 501 Spring 2003 Example 3: Obvious Problems Organizational: Agency senior management clearly not ready to lead a very large project that will completely change the agency No thought given to the workflow and job changes that will affect almost every member of staff Preparation: No preliminary study made of volumes or kinds of data; nor of the very complex access policies Complexity Major changes in the requirements and design are inevitable once the system goes into production and has real users

17. 17 CS 501 Spring 2003 Example 3: Dilemma This is a disaster in the making, but... Agency does not want to return money to Congress National Academy study was paid for by agency and restricted to technical considerations The fundamental problem lies at the senior management level [A phased approach over many years might possibly work, but only after the organizational problems are addressed]

18. 18 CS 501 Spring 2003 Example 3: Prototype and Phased Development A prototype is not released to users, except experimentally In phased development, each phase is released into full production Build release 1 Build release 2 Build release 3 Use release 1 Use release 2 Use release 3 Developers Users

19. 19 CS 501 Spring 2003 Why are Feasibility Studies Difficult? Benefits are usually very hard to quantify. Approach is usually ill-defined. Estimates of resources needed and timetable are very rough. (e.g., eCornell) Organizational changes may be needed. (e.g., British auto licensing center.) Therefore, feasibility studies rely heavily on the judgment of experienced people. Who are often over-enthusiastic. Mistakes made at the beginning are the most difficult to correct.

20. 20 CS 501 Spring 2003 Techniques for Feasibility Studies Give client appreciation of system: demonstration mock-up walk through Outline budget: n people for m months at $x per month equipment, buildings, etc. Phases/milestones: deliverables at approximate date

21. 21 CS 501 Spring 2003 CS 501: Client In CS 501, you have two clients: The client for the project The professor for the course Can you satisfy them both?

22. 22 CS 501 Spring 2003 Potential Benefits Why are you doing this project? Can you price the benefits? Examples Create a marketable product Improve the efficiency of an organization (e.g., save staff) Control a system that is too complex to control manually New or improved service (e.g., faster response to customers) Safety or security Get a good grade on CS 501

23. 23 CS 501 Spring 2003 Resources Examples: CS 501 Staff: 5 to 7 students, with some help. How many hours per week? What skills do people have? Time: Must be completed by end of semester, including operational system, documentation, presentation Equipment and software: What special needs are there? Client: Will the client be sufficiently available and helpful?

24. 24 CS 501 Spring 2003 Obstacles CS 501 projects Start-up time. Creating a team, scheduling meetings, acquiring software, learning new systems,... Business considerations. Licenses, trade-secrets,... Too ambitious. Nothing to show at the end of the semester... Changing circumstances. Client leaves the university,... What else?

25. 25 CS 501 Spring 2003 How to Minimize Risk? CS 501 Projects Several target levels of functionality: required, desirable, optional phases Visible software process: intermediate deliverables Good communication within team and with Teaching Assistant Good processes lead to good software Good processes reduce risk

26. 26 CS 501 Spring 2003 Scope What are the boundaries of the project?

27. 27 CS 501 Spring 2003 Feasibility Report A written document For a general audience: client, financial management, technical management, etc. Short enough that everybody reads it. Long enough that no important topics are skipped. In CS 501, I am looking for a well written, well presented document.

28. 28 CS 501 Spring 2003 CS 501: Feasibility Report Specific Requirements for the Feasibility Report Outline plan, showing principal activities and milestones (to be discussed on Thursday). Discussion of Business Considerations (see Projects page on the course Web site). Risk analysis. What can go wrong? What is your fall back plan?