By Bernard H. Boar
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1. ISSUE: PROJECT CONTROL STRATEGY Discussion: The build and revision steps of the prototype life cycle do not lend themselves well to tight control. Traditional project management techniques require the exact definition of each deliverable with an associated resource allocation. Prototyperscan't be expected to remain highly responsive if their every activity and every movement has to be documented, planned for, and approved in advance. " This factor can create potential control problems for the project manager.
Unfortunately, after a great expenditure of hope and excitement, interest fades and everything reverts to the status quo. Prototyping is not another fad and, to the contrary, by the end of this decade will displace prespecification as the primary definition strategy. There are three primary reasons for this. First is the fact that prototyping is by its very nature central to the engineering life cycle (Exhibit 8). Centuries ago, engineers gave up on the notion that they could proceed solely on the speculations of paper specifications.
Rather, they would first try to test their ideas by attempting to get a miniature (facsimile) version to work in the laboratory. Once they got it working, which usually took a great deal of rework, they would then proceed with the design of the real product. If software development is t o evolve into software engineering, then software engineers must emulate the wisdom of other engineers by building experimental models before proceeding with the ultimate product. The sad truth is that a s an industry, data processing routinely delivers a prototype under the guise of a finished application.
