We hope to contribute to the common process of world development by pursuing four complementary activities whilst repeating the most productive tendencies of the software industry.
It appears that the six most productive tendencies of the software industry are for things to become increasingly:
- Incremental and iterative;
- Open or free;
- Shared; and
- Supportive of productive activities.
We sustain four activities. Through practice, each activity becomes increasingly adequate, incremental, open, well-patterned, shared, and supportive.
- Analysis - Describing and designing activities and interactions.
- Development - Producing new working software.
- Services - Agreeing levels and providing services.
- Clubs - Coordinating to share common concerns.
In general, analysis firstly connects, then it breaks things down and then it puts things together.
Our approach to business analysis follows the Volere approach. Analysis begins by connecting with the work of a business process. It continues by breaking down the work into a list of activities, events and outcomes. Finally, analysis establishes acceptance criteria for supportive services.
The scope of the work describes the events to which useful work responds, the outcomes which those responses are intended to achieve, and the activities involved by the responses. Business process improvements can then be designed by reconsidering the events, the outcomes, and the response activities (business use cases).
The scope of the system describes productive interactions with a supportive system, and involves measurable acceptance criteria for supportive funtionality. Service level improvements can then be designed by reconsidering both the interactions (service use case) and their measurable acceptance criteria (functional and data requirements, etc.).
Software systems are rules for solving problems that may occur in the future. Software development is a discussion about such rules.
Our approach to software development follows the agile approach, an open collection of principles and practices which places more value on individuals and interactions than on process and tools, on working software than on great documentation, on customer collaboration than on contract negociation, and on resiliance to change than on following plans.
Software services make software functionality directly available to end-users as hosted application services.
Software services hide the complexity of the development cycle from end-users and presents both a continuously working and continuously improving service, capable of responding desirably to critical feedback.
Our approach to software services follows the distinctions of service orientation. Service level management refines specifications of service and produces service level agreements for customers. Software excution management supplies software services according to specifications of service. Service desk management provides a central point of contact for customers and help desks, and ensures services are clearly defined and aligned with business needs.
Software clubs provide analysis, software development, and application services to their member organization. Each club usually addresses one particular domain of concern, and forms a cluster of related software, services, providers and users. Each group becomes a member of as many clubs as necessary to support the particular scope of its work.
Circulation between members' on-going process analyses, system development, and application services is encouraged and supported. Software clubs thereby allow different groups with common concerns to minimize the common costs which exist between them.
Software clubs also reduce the common costs that exist between the work of providing the different software club services (analysis, development, application service provision) because all of the services are provided by the same members of staff. Please visit the Clubs page for more information about software clubs.
Thank you for your interest in our work. Please Contact Us if you would like to know more.