Possible Projects If You Have A Project You Are Doing For Th

Possible Projectsif You Have A Project You Are Doing For the Company A

Possible Projectsif You Have A Project You Are Doing For the Company A

Possible Projects If you have a project you are doing for the company at which you work, you may propose that project provided: 1. You can identify the parts of the project for which you are responsible; 2. You either can provide the artifacts produced for those parts or get a supervisor to describe and evaluate your performance of those parts; 3. Your work involves at least two of the usual phases of software development, namely requirements engineering, analysis, design, construction, testing and debugging. If you have an idea for a project which will take you six to nine months to complete and comprise of at least 500 lines of code, you may propose that. if you do not have an idea for a project or something you can use from your work, here are a few ideas you might consider: 1. A solver for Sudoku puzzles; 2. A solver for Chess problems; 3. A software tool to compute cyclomatic complexity on any program written in a specific higher level language such as Java or C#; 4. A program to translate programs written in R into programs in Java or C#; 5. A program to allow intelligent search through the titles and abstracts of the theses in the Department Conference room; 6. A better search tool for the NDSU website; 7. A reverse dictionary that finds a list of words on Dictionary.com given a possible definition. Project Proposal Student’s name: __________________________ Date: _________________ Project Title: ___________________________________

Paper For Above instruction

The prospect of engaging in a software development project within a company setting offers both opportunities and challenges. The core idea is to select a project that clearly delineates personal responsibilities, demonstrates tangible outcomes through artifacts or supervisor evaluations, and involves at least two key phases of software development such as requirements analysis, design, or testing. Examples range from developing a Sudoku solver to creating tools for code analysis or web search enhancements. When proposing such a project, the focus should be on clarity of scope, relevance to organizational needs, and feasible timelines, typically spanning six to nine months with substantial code output. This structured approach ensures the project adds value to the organization while allowing the developer to showcase technical competencies and project management skills.

In developing the project, a systematic methodology is essential. Agile, waterfall, or hybrid models could be employed depending on the project's scope and complexity. The development process should include requirement gathering, iterative design, coding, testing, and documentation phases, with team collaboration as appropriate. The personnel involved may range from individual developers to cross-functional teams comprising testers, designers, and project managers. Clear delineation of roles ensures accountability and facilitates effective workflow management. It is vital that the developer's specific roles — such as coding, testing, or documentation — are explicitly defined and aligned with project milestones.

As a developer, articulating one's role involves identifying specific tasks such as designing modules, implementing core functionalities, conducting unit testing, or integrating components. For example, a developer may focus on constructing the algorithmic logic for a Sudoku solver, developing the user interface, or optimizing performance. Personal contributions should be detailed to demonstrate a comprehensive understanding of the development lifecycle and commitment to project success. Emphasizing these activities not only showcases technical expertise but also reinforces professional accountability and project ownership.

References

  1. Pressman, R. S. (2014). Software Engineering: A Practitioner’s Approach. McGraw-Hill Education.
  2. Standish Group. (2015). CHAOS Report: Critical Success Factors in Software Projects. The Standish Group.
  3. Beck, K., et al. (2001). Manifesto for Agile Software Development. Agile Alliance.
  4. Gamma, E., Helm, R., Johnson, R., & Vlissides, J. (1994). Design Patterns: Elements of Reusable Object-Oriented Software. Addison-Wesley.
  5. Szyperski, C. (2002). Component Software: Beyond Object-Oriented Programming. Pearson Education.
  6. Schwaber, K., & Beedle, M. (2002). Agile Software Development with Scrum. Prentice Hall.
  7. Koskela, L., & Howell, G. (2002). The underlying theory ofproject management is a supply chain process model. Proceedings of the 10th International Project Management Association World Congress.
  8. Martin, R. C. (2008). Clean Code: A Handbook of Agile Software Craftsmanship. Prentice Hall.
  9. Leffingwell, D. (2010). Scrum Practical Guide. Agile Modeling.
  10. Boehm, B. W. (1988). A Spiral Model of Software Development and Enhancement. Computer, 21(5), 61-72.

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