Abstract

This thesis examines and evaluates the Object-Oriented Client/Server (OOCS) model, a process model that can be used when IT organizations develop object-oriented client/server applications. In particular, it defines the roles in the development team and combines them into the process model. Furthermore, the model focuses on the client/server architecture, considering it explicitly. The model has been under construction for several years and it has been tested in a number of industrial projects. Feedback from practice has thus been an important source when the model has been evolving into its current form. Another source for evolution has been other process models and technical progress in this field. This thesis reveals the theoretical and practical aspects that have influenced the model’s characteristics and developmnt.

The object-oriented paradigm has been the driving force when creating the OOCS model. The first object-oriented development models were, however, both inadequate and contradictory to each other. The OOCS model utilizes the best practices from these early models. The model also defines artifacts to be delivered in each phase. The artifacts are synchronized with the Unified Modeling Language (UML), a new standard modeling notation.

From the very beginning the OOCS model has included a strong client/server viewpoint, which is not stated so clearly in other object-oriented models. A three-tier division of the application (presentation, business logic, data management) can be found in each phase. This division has become crucial in recent years, when applications have been built on distributed architecture. The team-based roles included in the model are based on the work of a few other researchers, although this topic has not gained the importance it should have had. Namely, it is people that develop the application and their involvement in the process should be stated explicitly. The roles of the developers are closely connected to the OOCS process model via the concept of activities included in the model. The roles concentrate mainly on project members, but company-level aspects have also been considered.

This thesis summarizes the work carried out in the last five years. It shows how the model has evolved in practice and how other models have contributed to it. The team-based OOCS model is in use in some IT organizations. The cases presented in this thesis illustrate how to adapt the model into specific organizational needs.