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Showing posts from March, 2013

Software Engineering Body of Knowledge SWEBOK Reflection

The Software Engineering Body of Knowledge guide provides a detailed categorization of the software engineering discipline. The fact that it adopts the traditional waterfall model to begin the description of the knowledge areas in software engineering makes it easy to comprehend. An important feature of the guide is that concentrates on the software engineering process as a whole, instead of describing technologies. Thereby, it gives a thorough outlook of the functional components of the software engineering process. The organization of the document into knowledge areas, sub-areas and topics improves readability and understandability; so one can begin with the knowledge area of interest and then focus on a particular aspect. Reading through each knowledge area and its topics refreshed my concepts of software engineering. Each knowledge area described in the guide provided great insight into the activities and processes involved in each phase of the software development life cycle. I...

Wearable computing - Google Glass vs Iwatch

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Wearable computing is an emerging technology that two of the biggest IT companies are vying to get their products out - Apple's Iwatch & Google's Glass . While both are significantly different, iwatch is a wrist watch computer whereas google's glass is a computerized spectacle, they are almost competing with the same smart phone application based features. Here's a funny showdown of the two. Who wins in the end? Wait & Watch..

Project Management Death March Reflection

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  The book ‘ Death March ’ starts by introducing death march project concepts, exploring various causes and explaining why people participate in such projects. After having worked on one such project, I have experienced first-hand almost all of the causes and effects of a death march project that the author mentions. A study of over 7000 development projects cited in the 1997 edition of Computerworld , stated that 55% were over budget (with cost overruns of more than 50%), 50% were late (needing at least twice the estimated time), and 30% were incomplete (the product was delivered with 50% or less of the planned functionality). These statistics were taken a decade ago. So as I began reading the book, I thought that in the end, the author would conclude that death march projects are likely to diminish because the industry is more aware. But I was rather surprised that the author actually maintains throughout the book that death march projects are the norm and will continue to be so,...