Delivering Complex Software Projects in large organisations. · 2018-10-14 · 6.7 Testing ... covers a complex IT landscape amongst a transforming business in a non-technology 1st

©2017MarioDe’Cristofano–AllRightsReserved

Delivering Complex Software Projects in large organisations.

A pragmatic approach to Project Management for large scale software projects.

Written by Mario De’Cristofano


Disclaimer

Unlessotherwisestated,thearticlebelowiswrittenoriginally&infullbytheauthor&remainsthepropertyoftheauthor.Allreferenced&third-partycontentislinkedwithappropriatecreditgivenwhereapplicable.Forquestionsaboutthisarticleoritscontent,[email protected]


Contents

1. Whythispaper?.............................................................................................................................4

2. TheScenario...................................................................................................................................4

3. TheBackground..............................................................................................................................4

4. Coreproblems................................................................................................................................6

5. Currentstateofplay.......................................................................................................................6

6. Cultural&businessexpectations...................................................................................................6

7. Sowhattodonext.........................................................................................................................7

6.1Settheteamup,...........................................................................................................................7

6.2Structurethepeople,...................................................................................................................8

6.3Createinfrastructurefirst.............................................................................................................8

6.4Build&code.................................................................................................................................9

6.4.1PasstheBaton(intherightorder)........................................................................................9

6.5Despitepoint3(products),.........................................................................................................10

6.6Content.......................................................................................................................................10

6.7Testing........................................................................................................................................10

8. ToolsoftheTrade........................................................................................................................12

7.1SoftwareTracking.......................................................................................................................12

7.2Testing........................................................................................................................................12

7.3ProjectManagement..................................................................................................................12

9. Finally,anoteonProjectManagement.......................................................................................12


1. Whythispaper?

I’vebeeninvolvedinalotofwebprojectswherebysomeofwhichhavebeenonaconsiderablylargescale.WhenI’mfacedwithnewchallenges,Iliketowritemyexperiencesdowninamorestructuredwaythanaregularblogpost.Thisisonesuchexample.Youshouldnotewhilsttheprojectisrecent,it’sbeenentirelydesensitizedtoprotectclientprivacy.Thepapersstructuredintothebackground,theproblemandmyrecommendations.Someofthetopicsaren’tdeepandaren’tmeanttobe,theyaresubjecttofollowupblogpostsoroutsidethescopeofthenatureofthispaper.Ifyouhavequestionsorcomments,pleasegetintouchwithmedirectly.Issueswithanyofthecontent,emailmeontheaddressabove.

2. TheScenario

ThescenarioforthiswhitepapercoversacomplexITlandscapeamongstatransformingbusinessinanon-technology1stsector.Anold-fashionedcompanyculturethen,withsomewhatoutofdateopinions&lackofdirectionareembeddedintotheDNAofanextremelycomplexenvironment,thatof‘doingwhatwealwaysdo’and‘changeistough’typeofmentalityrules.Businesssizeisinthebillionsofdollars.Bothanextensivebricks&mortarnetworkalongwithsomeonlinecapabilityexistsinmulti-regionsthroughouttheworld&thebusinessislookingtocompeteaggressivelyintheUKmarketwithacoupleofdirectcompetitorswithane-commercesolutiontoshipproductinaB2Bwholesalevertical.

3. TheBackgroundThebusinessrunsitscentralisedERP,Infor’sM3withtheSAPHybrise-commerceplatformservingitswebsitepluggedinstraightoverthetop.Situatedinbetweenaretwomiddlewarelayers,IBM’sTIBCOandaniterativeproprietarywebserviceslayer(referredtobytheauthorsname)whichgovernscommunicationtovariousthirdpartiesincludingPIM’s,invoicing&supplychainmanagementtools&receiptanddeliverynotegeneration,electronicdocumentinterchange(EDI)andothersuchservices&workflows.

TheUKpartoftheglobalbusinesshasitsownuniqueUKmarketrequirementsintermsoffeatureneed.ThuslythesehavebeendevelopedbybothUKin-houseteams&outsourcedsoftwareteamsasstandalonecodefeatures,webservicesandcodeadjustments,tobethenretro-boltedintothecompanygroup-widesoftwaresolution.Thissolutionsitsinaglobaldatacentreandisdeployedto,intrueagilefashion-everyfortnight(orso)withanewcodebasecontainingcorefeaturesfortheoverallsolutionusedbymultipleterritories.Furtherthiscodebaseisoftenupdateddailywithminorchangesasmatterofroutine.AsboththeoverallsolutionandUKspecificfeaturesaredevelopedoutofsyncandindependentlybydifferentteamsrarely


whenmergeddoesthissolutionworkcorrectly.ThinkbothAgile&Waterfallbeingmeldedtogether(seelaterinthisdocument)badly.We’llcallthismethodology‘(F)ragile’

TheenvironmentisamixtureofUK&Europeantier1-3datacentreshostingproductionand‘pre-prod’(theuniversaltermthecompanyusesforanythingnotproductionorlive)environmentssittingonafewyearsoldandafewlicensesback(forcostreasons)Windowsestates,(x86)withAWS(IpresumePuppetmaybe)self-deployandcloudfront(AWS)todistributecontentviaaCDN.Hybrisinonedatacentre,M3inanother,alongsidetheTIBCOmiddleware.

Further,andintermsoftesting,thisisoftendoneinthesameenvironmentthatdevelopmentoccurson(assumedforcost,simplicityandlegacypurposestheydon’thaveastructuredSandbox>Development>UATenviro)meaningaconstantlychangingcoreenvironmentimpactstheabilitytoconducteffectiveendtoendtestinginanysuchcase.Automatedtestingrarelyworksbecauseon-pageelementsconstantlychangeorfeaturesareswitchedonandofftoaconstantlyrollingtimetable,meaningeffectivetestingisdifficult.Localnetworkrestrictionsthroughoutthegroupmeanevenwebdevelopers&coderscan’tseeon-pagerenderingaccuratelybecauseeverythingfromJStootherwebbasedscriptsareallblockedmakingvisualtestingnexttoimpossible.

Finally,theoverallsolutionisdevelopedbyagiant3rdpartyvendorina‘perfect’non-real-worldenvironmentwithasubsequentperfectM3installnothingliketheworkingenvironment.Often,whenthatcodeissignedoffanddeployedtotheactualreal-worldM3environmentissuesoccur,whichhighlightanissuewiththecurrentproductionenvironment&thesanityofthedatawithin.OrsoIbelieve!

TheUKdevelopmentfacilityissomewhatentrenchedwithbothajadedfatalisticattitudeandalackofinternalgovernancemeansproceduresareunmanaged&outofcontrol.CodeisdevelopedstraightinVisioStudio,compiledontheflyanduploadedviaFTP.Noversioncontrol,nocentralisedrepositoryandhighriskofcodeoverwriteseachandeveryday.

Asthisprojecthasseveralcomponents,thedeliveryofacontentmanagementsystemdrivenwebsitetosellproductsbeingoneofthem,thewholewebdevelopmentcyclealsoneedstobe


followed(atthesametimeviaanoffshoreteam),throughwireframing,prototyping,UXandUIconsiderationtoactualdesign,pagetemplatebuild,device,regression&usabilitytesting.Thisishappening(invariousdegreesofcompetence)simultaneouslyinlinewiththeoverallcodebuildwithanefforttomarrythetwolaterdowntheline.M3andsupplychain/logisticsbeingseenasaseparatecollectiveworkstreamtofrontendwebsite,staticcontent&marketing&SEO.

4. CoreproblemsLikeanybusinessgoingthroughtransformation,changeistough.Amixtureofcultures&generationalexpectation,languagegaps,skillsandexperiencedisparity,politicalcomplexitiesalongwithmarketstrainssuchasdigitallysavvycompetitorsallpilesthepressureon.Further,pressurechangespeople’sbehaviour,andcollectiveculturebreedssimilarbehaviourtocultivateahotbedofbadpractice&poorbehaviour.Youhaveherethenaperfectenvironmenttofail.

Leaderssquabbleaseveryonegrabsland,tryingtheirbesttobothprotecttheirpositionandattackothersifitmeansgettingahead.Thispoisonisrifeandinpartduetothelackofdirectleadershipfromthetop.

Apointtonoteisthespectacularlybadblendingofbothagilemethodologyusedbytheoverallgroup,forsoftwaredevelopment,andthewaterfallsixsigmastyleapproachoftheUKbusiness.Meldingofthetwoisakintotryingtograftapig’searontoahorse.

5. CurrentstateofplayAUKmarketversionoftheproductisduetobereleasedimminentlywithpeopledraftedintofacilitatethatdelivery,howeverisinnowayneartotimeorbudget.Resourcesareburnedthrough,beingejectedattheothersidelikeahotspentshotguncartridge.Moraleandthehealth&wellbeingofthoseinvolvedisatanall-timelowwithverylittleinthewayofauthorativedecisionmakingcapabilityfromanyoneinaleadershipposition.Notentirelytheirfault,complexitiesofmulti-headedmanagementbreedsunmanageablecomplexityandariskappetiteofthepeopleinchargeofthestrategyalongwithrealisingthatstrategyvshowthebusiness(asalargebeast)worksIdon’tbelieveareintune.Projectperspectiveisalsooftenlostintranslationasgenerallytheprojectisrelativelylowrisk/impactcommerciallyspeaking,butveryhighnoisethroughouttheorganisation.Thatverynoiseimpactstheprojectmassivelyandhowpeoplebehavewithinit.PRisneeded,theprojecthasverybadPRongoing.

6. Cultural&businessexpectationsThecultureappearstobethatof‘getitdone’and‘competeassoonaspossiblewiththeimmediatecompetitor’alongwiththefavouriteold‘weneedtobedigital’line,butwithnorealinvestmentintodoingthingsatreasonabletimescalesortobestpractice.Somesaytheresultismoreimportantthanhowwegetthereandrumourssuchasperformancerelatedbonusesandbackroomagreementsareallquippedaroundvariousmembersoftheteamintothewhyweareinthisposition.Mostlythough,quickdecisionswithlackofdetailupfrontisnowburningtheorganisationasconsiderableflawsintheplan(orasIliketocalldeadbodies)appearwithalarmingfrequency.Thebusinessdoesn’thavethelongsightattheminutetoconsiderusingOPEXcapitaltoplan(abitlikethelazysquirrelstory–onespendsthesummergatheringnutsforthewinteronlyfortheotherlaziersquirreltogohungrythroughlackoflongertermpreparation)insteadchoosingtomovedownapathofwhatisthemostresistance,usingtheexcusethat‘changeistough’and‘ifwedon’tdoitnowweneverwill’.Evenatthen’thhour,thebusiness


continuestopourresource&hemouragecashintoaprojectalmostseeminglydestinedtofail.Quasiinter-countrybattlesoverwhoshouldberesponsiblefordeliveringthesolutionalsoringsloud,inparticularculturalsensitivitiesbetweenboththeFrench&theEnglisharegenuineproblemsinthisproject.Foreignlanguageexchangeispoor,theFrenchoff-shoredagainsttheAmericans,off-shoredagainsttheEnglish,off-shoredagainsttheIndians…off-shoredagainst….yougetthepicture.Againhowever,thesizeoftheprojectanditsrelativelylowrisk/impactareoftenmissedand/ormis-communicated.Generallycommunicationisbad.

7. Sowhattodonext.

Stop.StopwiththebrakingforceofLewisHamiltonsmashinghisAplinestarscoveredfootintohisanodisedaluminiumpedaloftheMclarenMP1goingfrom200mphto0.(congratulationsontheGPchampionshipbythewayLewis!)Takestock.Breath.Understandculturalandpoliticaldividesneedstobestrengthened,buildbridges.Ignorethoseissuesatyourperil.Communicate.Communicatemore.Whatarewetryingtoachieve?Recognizewearenotexpertsinthisfieldbutthereareexpertsinthebusiness.Utilisethem.Givethemautonomyandbuildateamwiththerightpeopleintherightroleswiththerightlevelsofautonomytogetstuffdone.Setupaskunkworks.Protectthebusinessfromitsnewdigitalrequirement(fornow)andbuildinasilotofreeuptimetobreath,playandlearn.Ultimatelytheabilitytomakemistakesatthisstageisimportantasthere’snootheropportunitytodoso.Usetheexistingprojectasacasestudy.Learnfromit.Investininternalauditing,investinexternalauditing.Benchmarkyourworkflow.

Myplanfallsintoseveraldistinctparts;

6.1Settheteamup,communicatingthemissionandtherequirements.SetupadecentPMOfacilitywithstructuredgovernance,andensureminimumdocumentationiscreated(regardlessoftheagileworldweliketoconvinceourselvesweworkin)sothat’sSOWs,Functional&Technicalspec’s,wireframes,thewholenineyardsareallcompletedBEFOREworkstarts.Getbothinternal&externalauditinginplace.Alwayssensibleforapubliccompanywithshareholderstofeed.


6.2Structurethepeople,therightpeopleintherightroleswithasingleleadershipfromthetop.Removedeadwood,politicalfightersandthosewhoareincompetent.Oneperson.Incharge.Buckstopswiththem.Ringfencethisteam,makeitaskunkworks.Atthisscale,thiswillhelp.Siloit.Protectthebusiness,protectthepeople,takethepressureoff.Useaproperlyblendedagilemethodologyfordaytodaysoftwaredeployment(seefig1)butwaterfall/SixSigmatollgateforthebusinesscommunicationasthatwhatthebigbusinesscraves.Weeklycalls,minimumdecision-makingstakeholdersfromeachsectionoftheentirebusiness,followupnotes,recordedminutes.Quartleysummitsandmonthlytownhallcommunicationstrackingprogresstoplan.Everyoneparticipates.Nooptiontoduckout.Nooptiontopassthebuck.Smallteams.Noexcuses.

6.3Createinfrastructurefirstreadytoaccommodatetwoversionsofthegroupsoftware.Ifwealreadyknoweverytwoweeksacodedropwillchangetheoverallcorecodebase,let’sencompassthatinoneenvironment,(wecancallitUK1)andlet’shaveaUKcentricversionwhichcontainsthelatestversionofthegroupsoftwarebutdoesn’treceivetheongoingtwoweeklyupdates,andwe’llcallthatUK2.UK1continuestoreceivethecodereleases,thesearemanaged,tested&theagileprocessinterfaceswiththewaythegroupwanttoworkwithoutanissue.UseGIT,aprivatecentralisedRepo,orgeteveryoneworkinginVisualStudiowithTFS–whatevertheworkflow,useVersioncontrol&propercollab.ToolssuchasBasecamp.Enforceit.Auditit.


6.4Build&codetheUKcentricfeaturesonUK2,witheachfeaturebeingamicro-projectonit’sown.Don’trunthemsidebyside,runthemwaterfalltoeasepressureontheteam.Simultaneouslywhilstthistechnicalworkstreamishappening,ensuretheentiresupplychain,logisticsandinternaloperationalprocessesareallfullymapped,understood&withanytouchpointsaudited.Changetheprocessesormodifythemreadytoacceptthedigitalproductatthispoint.Horsefirst,Cartafter,likeitshouldbe.

6.4.1PasstheBaton(intherightorder)

Oneofthebiggestissuesincomplexsoftwaredevelopmentistheissuesaroundmanagingmultiplegroupsofpeopleallworkingonthesameenginebutindifferentparts.Forsimplicity,we’lluseacaranalogy,oneteamworkingontheairconditioningsystem,oneteamworkingontheelectronicsandoneteamrebuildingthepistonchambers.Allkeytotheengineactuallyworking,butallverydifferentteams.Assumingthere’sanaturalordertothis,soelectronicsmeandiddlysquatifthepistonchambersaren’tbuilt,thenyouassumedothatfirst,beforeyoucalltheteamintoworkontheelectronics.Samewithsoftwaredevelopment,ensurethegroupdeploymentisfullycommunicated&tested,beforethebatonispassedtotheUKteamtocodeindividualfeatures.Soundssimple,butmissingthisclearcommunicationreallyimpactsmultipledevelopmentstreams.SoI’dwanttofacilitatethismulti-partydevelopmentworkusingsomethinglikeaperm.GoogleHangOut,SlackChanneloraSkypechannelsetup.Peoplecandipinandout,buttheoverallnarrativeisallcapturedinonechannel.


Youknowwhogetthislargescalecollaborationoveracomplexsolutionright?F1teams.Seehowtheydothings.Evenbetter,getpeoplewithexperienceworkinginteamslikethat.Iknowpeople.Youknowpeople.Makeitwork.6.5Despitepoint3(products),assumingane-commerceprojectinvolvessellingstuff,getyourproductcataloguereadyatthispoint–theonethingyoucandosimultaneouslywhilstdevelopingfeaturesasit’ssomewhatstandaloneandnon-reliant.UsingaPIM?Now’sthetimetopopulateit.Productcategories,descriptions,photographs.Getthatdone.Thisisamilestone.Wedon’tprogressuntilyourproductsareready.Makenomistakesonthissimpleworkstream,photographs&suchlikearealleasyquickwinstodoproperly,go&getthemdone,andgetthatworkcompletedright,1sttime.6.6Content.Writeit,authorit,proofit,signitoff.Thisstepfallsintogeneralwebdesign(&youcanreadhereaboutthat).Getyourprototypingcomplete,makeyourpagetemplateswork,buildyourcontentandgetitallreadytobepopulated.Thisisamilestone.Mapthesitestructure.Documentit.6.7Testing–Buildyourtestingenvironment.Getnativedevices,don’trelyonemulation.Likemakingyourownnetworkcables,it’safalseeconomy.Getasandboxenvironment.GetaUATenvironment.Stabiliseandhardenit,andbackitup.Getyourindividualfeaturestested.Unit,functionalandregression.Thenautomatethem.Eachfeature,deployitasastandalonefeatureintothelastversionofthegroupsoftware.Testitagain.Ifitbreaks,rinserepeat(butyou’venotbrokenyourcoreenvironmentandyoualsoknowwheretheproblemlies.i.e–thelastUKfeature).Dothiswitheachfeature.Timeintensive,butsavestimelaterdowntheline.Noonelikesmixingabunchofcodebasesdevelopedbydifferentpeopleandthenpickingapartwhatcausedtheissue.Simplifytheprocess.Thisprocessisalsogreasedwellbypassingthebaton(see6.1).Atthispointyouhaveallyourwebfeaturesdevelopedandnowisthetimetostartwritinganyinterfaceswiththirdparties,webservicesandrefactoringanythingwhichneedsit,toworkwiththosewebservices.Documentthoseservices,callsandstructures.Now’sthetimeforSITtesting,moreregressiontestingandasamilestone,youwanttofinishherewithaworkingsolutionfortheUKonUK2,encompassingthelastweeklyupdatefromthegroupdeploymentsplusallyourwebservicesintegrated&documented.YoucanchooseatthispointtodeprecateUK1,ormovethecontentsofUK2(yoursuccessplatform)toUK1andkeepthemmirroredforredundancypriortodeployment.Atthispoint,bothUK1andUK2nowreceivethetwoweeklycorecodeupdatesandtheUKspecificfeaturesallworkandbehavewell.


DOCUMENTYOURCODE.Enforceit.Allcode,documented.Subroutines,APIs,everything.Ifthereisn’tcomments,itgetsbouncedbacktothedeveloper&revisioned.DoNOTskipthisstep.Thecodeneedstoliveonbeyondtheindividual.Especiallyimportantwhendealingwithsegmentedcodefromthirdparties.Thenextmicroprojectispaymentgatewayintegration.Thiscanalwaysbedonestandalone.Pickyourgateway,(there’snotthatmanyglobally),defineyourrulesandintegrateit.Anythingwhichbreaksnow,it’sthepaymentgateway,youknowthisbecauseeverythingelsewasworkingupuntilthispoint.FixitonUK2,younowhaveUK1asarecentbackupcontinuingtotaketwoweeklydeployments,andyoucanrollbacktothatuntilyougetthingsright.Testwiththebusiness.Testeachoperationalareawiththenowbarebonesofthesitewhichshouldhavebeenpluggedin.PagetemplatespopulatedandUXandUIsignedoff.Nowyoucanstartdoingclosedusergroupworkinggroups.TestingtheUI,testingonmobiledevices,seeinghowtheproductinteractswiththebusiness.Tweakingtheprocesshere,thereuntileverythingworks.You’renowworkingatthevisuallayer,soCSS,layout&UIchangesarepossibleandcanbedonecleanlywithoutimpactingthecorecodebase.PlanyourphasedBETAapproach.Selectyourprojectchampions.Sortoutyourprojectcommstotheentiregroup.DeployasaBETA,forXperiodoftime.ThisisatopicallonitsownsoIwon’tspeakmoreonthishere.

Theoverallprocessforthisparticularscenarioisabove.It’sdesignednottobesuper-lean,(althoughitisstructured)butit’sdesignedtoallowforerrorandallowthaterrortobeeasilytrackedinalargecomplexorganisation,justlikehowF1teamswork.Softwareisreleasedinastructurednarrowway,withcertainaspectsnottackleduntilothershavebeenaddressed.Youcan’thaveababyinamonthbythrowingninewomenatthetask&it’sthesamewiththistypeofproject.

Here'ssomesummarydo’s&don’ts;

Don’ts’s

• Don’tdeveloptoomanycomplexfeaturessimultaneously


• Don’tbedefensive,worktogethercollectivelyanduseAgiletoworkquicklythroughsoftwaredevelopmenttasks

• Don’tignoreissuesandshorttermplan.

Do’s

• Dealwithlanguage&geographicalbarriersfromtheoutset• Planforlongtermsuccessbydoingtimeintensivetaskscorrectlytostartwith.• Defineyouracronymsandlanguage,andsticktoitconsistently• Getauditinginplacebothinternally&externally.

Softwareproductlaunchesarefairlystraightforwardandagainoutofscopeofthiswhitepaper,butlet’stalkbrieflyabouttoolsforaprojectthissize.

8. ToolsoftheTrade

7.1SoftwareTracking

JIRA,nootherchoicereally.Workswell.I’darguablyalsorunitwithMicrosoftTeamFoundationServerutilisingthecoderelease&featuremanagementtools.Infact,TeamFoundationserverisamustinany.NetprojectatthisscaleconsideringitstightlinktoVisualStudio.

7.2Testing

Webload,SeleniumwithCucumber,Loader.io,Soap.uiallgoodfortesting,stickwithanumberoftheseandyou’llbegolden.

7.3ProjectManagement

WithMicrosoftProjectbeingtheforerunner,tiethatupwithBasecamp.GreattoolforCommsandwithindependentaccessit’sgreatforworkingwiththirdparties&coversallworkstreams.UseTrellodaytodayforstandupsandtasksummarymanagement.Youcanreadabouttoolsalittlebitmoreinmyotherwhitepaperhereandalso,ifyouwanttolearnhowtouseMSProject,readmyguidehere.

9. Finally,anoteonProjectManagement.

You’llneedabloodygoodorchestratorforthissymphonysodon’tskimponProjectManagers.Goodones,thosewhoknowsoftware&arecomfortableball’sdeepatthebusyendofdeployments.Makethem‘people’people,thisproject(likealltechnologyprojects)aremoreaboutpeoplethanthetechnology,sogetthatright.Strongplanning&documentationalongwithgovernanceandprocessshouldallbefollowed.Followingtheprocesswillhelpstoptheprojectfromgettingoutofshape.Youcaneitherskimponprocessifyouhavepeoplewhocanworktogetherwellamidstchaos,orskimponpeopleiftheprocessanddocumentationisrobust&appropriate.Youcan’tskimponboth.

GetaleadPMorProgrammelead,withsubPM’smanagingthevariousworkstreams.Makethemweb-disciplinedwithseveralyearsofideallyhands-onexperience.ThatmeanstheDigitalPMforthecontenthasactuallybuiltcontent,theDigitalPMforthecodebasehasactuallycoded,spendtimeupfrontfindingthesepeopleorcalculatethenetlossofeverymonthyou’redelayedthroughincompetence.Thenmakethecall.Goodluckwiththeshareholders!


YoucanreadaboutmyProjectManagementmanifestohere,andwhattodoifyou’reimplantedintothistypeofprojecthalfwaythroughhereandifyou’dliketogetintouchpleasedo.LookingforaProjectManager,Iknowafew.MaybeIcanhelp.

@mariodconTwitter–grumpy,sweary&alwaysreadytohaveanopinion.

ExternalLinks

HowtoplanLargescaleTechnologyProjectsonTime&onbudget–McKinsey

https://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/delivering-large-scale-it-projects-on-time-on-budget-and-on-value

Whyyournextlargesoftwareprojectneedstostartwithchangemanagement

http://www.ellucian.com/emea-ap/Blog/Why-Your-Next-Software-Deployment-Needs-to-Start-With-Change-Management/

AgileSoftwareDeliveryMethodologyofLarge-ScaleSoftwareProjects

https://pdfs.semanticscholar.org/ea63/55028d31f3842affaf80b9274c4f53f5bab4.pdf

HowtoDocumentalargesoftwareproject

https://www.smartics.eu/confluence/display/PDAC1/How+to+document+a+Software+Development+Project

Documents

Delivering Complex Software Projects in large organisations. · 2018-10-14 · 6.7 Testing ... covers a complex IT landscape amongst a transforming business in a non-technology 1st