IT Project Rekayasa Perangkat Lunak (Essay-Case Study)

1 05 2012

Case Study 1:
The CMC was developed with a subcontractor team based on an existing control system, and the first phase of the project was devoted to producing a voluminous set of requirements, none of which could be omitted (according to the customer). The schedule was dictated16 months, which was set as close as possible to the date the subscriber telephony system was to become operational. Needless to say, every month was critical. Five months into the project, key dates were already being missed. Seven months into the project, doubts began arising among senior management about whether the project would be ready on time. Nine months into the project, senior management was trying to calculate how much the late delivery penalties would cost, and a frantic marketing team was looking for alternatives. At all junctures, the development team was adamant that they would deliver the project on time. At the end of nine months, amid significant resistance from the development and marketing teams, the project was brought almost to a complete halt (some tasks did continue). Two activities were then launched: (i) a total external review of the project, and in parallel, (ii) negotiations were reopened with the customer on the CMC requirements.
1.The project status was evaluated and it was confirmed that the then-current rate of progress would lead to a major project overrun. The team was moving forward at a steady pace, but there was no way that they could meet the delivery date, or any date close. The cost of such an overrun would be enormous. This indeed was an approaching catastrophe.
2.Because the CMC was critical for the operation of the whole system, the customer was cooperative in re-evaluating the project’s software features. Thus, a new set of minimal requirements was prepared.
3.The project was rescheduled with two release dates: the first with the minimal feature set and the second with the remaining features.
4.On the development team side, instead of using a single team for development, installation, and support, a cooperative effort was launched together with a local support team.
5.Frequent progress reviews of the project were initiated by management with key members of the development team together with the customer.
As a result, a working CMC system was delivered on time, and the full telephony system became operational as planned. The additional CMC features were provided as part of a later second release.
Questions (base on the above case study):
1.What is the main problem in this case study? [Score:20]
2.How the management solved the problem? [Score:20]
3.Please give two alternative solutions for the problem in no. 1! [Score:60]

1.Main Problem in this Case Study ?

Subcontracktor yang bergerak dibidang mengembangkan perangkat lunak (software/program) sedang mengembangkan The CMC, dari jadwal yang di tentukan 16 bulan yang telah diset, keraguan mulai timbul antar majemen senior tentang apakah proyek tersebut itu bisa diselesaikan dengan tepat waktu atau tidak, manajemen sedang berusaha untuk mengkalkulasi bagaimana proyek tersebut tidak bisa diselesaikan tepat waktu. Sedangkan dari kelompok pemasaran kalut mencari alternative masalah deadline tersebut, tetapi tim pengembang yakin bahwa mereka bisa menyelesaikan nya tepat waktu. 9 bulan pertama tim pengembang dan pemasaran melakukan tinajaun ulang eksternal proyek tersebut dan melakukan negosiasi kembali dengan pelanggan kebutuhan CMC.
Yang menjadi masalah utama pada kasus tersebut bahwa tim pengembangan perangkat lunak tidak bisa menentukan dengan pasti kapan tanggal/waktu untuk menyelesaikan program tersebut. Ongkos membengkak akibat waktu yang dibutuhkan untuk menyelesaikan proyek tersebut lama / tidak ada kepastian maslah waktu.
Penjadwalan kembali dengan hasil yang minimal, untuk regu pengembangan telah dilebur menjadi satu yaitu installation, and support, a cooperative effort was launched together with a local support team.
Sebagai hasilnya setelah melakukan peninjauan kembali dan koordinasi dengan tim yang lainnya, CMC system bisa diselesaikan tepat waktu system full telephony menjadi operasional seperti yang direncanakan.

2.How the management solved the problem ?

Manajemen memecahkan masalah tersebut dengan melakukan total peninjauan ulang proyek tersebut dan melakukan negosiasi dengan pelanggan atas The CMC tersebut. Dengan melakukan pengembangan bersama sama antara tim pengembang (programmer dan pelanggan)

3.Alternative solutions for the problem in case study ?

Membuat software bukan masalah yang sederhana kalau solusinya sederhana pasti hasilnya akan sederhana. Agar berhasil dalam pengembangan perangkat lunak ada 2 hal yang perlu diperhatikan yaitu :
Memilih cara yang efektif diantara cara – cara yang tidak efektif
Memilih cara yang berorientasi secara spesifik ke arah pencapaian sasaran yang telah dijadwalkan.

Dengan melakukan stratedi umum
Ada 4 Strategi Umum :
Hindari kesalahan – kesalahan klasik
Manfaatkan undamental pengembangan
Kelola resiko untuk menghindari kesalahan fatal yang menyebabkan proyek dijadwal ulang.

Solusi alternative pada study kasus diatas :
1.Dalam pengembangan perangkat lunak seorang programmer/Tim harus mendapatkan informasi sebanyak mungkin dari costumer yang menginkan program tersebut.
2.Membuat sebuah tim yang sesuai dengan kebutuhan dengan pengembangan program tersebut.
3.Tidak melakukan jadwal ulang pengembangan perangkat lunak dan menyelesaikannya tepat waktu, apabila waktu penyelesaian di undur akan menyebabkan pembengkakan biaya.

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