By Bernard H. Boar
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Extra resources for Application prototyping: a project management perspective
They become s o interested in playing with the model that they lose sight of the real goal. Demonstrations go on indefinitely without resulting in a new change list. How should a project manager deal with a prototype churning out of control? Or more appropriately, how is churning prevented in the first place? 36-AMA Management Briefing Response: The project manager must pay careful attention to the way demonstration time periods are scheduled and provide strong leadership in resolving disagreements.
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.
By nature, the process is highly participatory. As iteration progresses, the users' attention to the prototype will wane as they get what they want. While early iterations will result in major functional changes and debates, later iterations will often concentrate on relatively trivial cosmetic refinements. With observation and experience, it becomes clear that at some Application Prototyping-37 point the users are satisfied and want to get on with building the real system-one that they can actually put into use.