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Prototyping Prototyping Figure 3: The term technique is quite broad, so we will focus specifically on software engineering risk reduction techniques, but for convenience continue to use the simple name technique.
You could build models of various design alternatives and calculate their stresses and strains. Both work, but the former approach has an analytical character while the latter has a known-good solution character.
Other software architecture and design books have inventoried techniques on the solution-end of the spectrum, and call these techniques tactics or patterns [12,7], and include such solutions as using a process monitor, a forwarder-receiver, or a model-view-controller.
The risk-driven model focuses on techniques that are on the analysis-end of the spectrum, ones that are procedural and independent of the problem domain. For your process to be repeatable, however, you need to make explicit what the virtuosos are doing tacitly.
In this case, you need to be able to explicitly state how to choose techniques in response to risks.
Today, this knowledge is mostly informal, but we can aspire to creating a handbook that would help us make informed decisions. Such a handbook would improve the repeatability of designing software architectures by encoding the knowledge of virtuoso architects as mappings between risks and techniques.
Any particular technique is good at reducing some risks but not others. In a neat and orderly world, there would be a single technique to address every known risk. This frame of mind, where you choose techniques based on risks, helps you to work efficiently.
You do not want to waste time or other resources on low-impact techniques, nor do you want to ignore project-threatening risks.
You want to build successful systems by taking a path that spends your time most effectively. That means only applying techniques when they are motivated by risks.
You should seek out opportunities to kill two birds with one stone by applying a single technique to mitigate two or more risks. You might like to think of it as an optimization problem to choose a set of techniques that optimally mitigates your risks.
Every technique does something valuable, just not the valuable thing your project needs most. For example, there are techniques for improving the usability of your user interfaces. Imagine you successfully used such techniques on your last project, so you choose it again on your current project.
Does this mean that employing the usability technique was a good idea? Not necessarily, because such reasoning ignores the opportunity cost. The fair comparison is against the other techniques you could have used.
If your biggest risk is that your chosen framework is inappropriate, you should spend your time analyzing or prototyping your framework choice instead of on usability.Inquiry finds that covert unit was established unlawfully, created a climate of intrigue, fear and subterfuge in organisation.
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