Networking: IP Datagrams, Agile Software, and Project Management

This assignment delves into various aspects of networking and software development. It begins by calculating the number of datagrams required to transfer a file and analyzes protocol overhead for IPv4 and IPv6. The assignment then discusses the role of IP protocol in networking, highlighting its integration with TCP for packet delivery. It explores the advantages and disadvantages of agile programming, emphasizing its flexibility and potential drawbacks in documentation. Furthermore, the document examines the constraints in evolutionary software development and contrasts them with agile methodologies. The design and innovation processes at Apple are discussed, focusing on secrecy and the central role of design. Finally, the assignment identifies common reasons for project failures, including inadequate user input, requirement creep, and insufficient management commitment, and outlines the criteria for project success, considering factors like time, budget, stakeholder expectations, and return on investment. Desklib provides a platform for students to access this and similar solved assignments.

Networking fundamentals
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Question 1
Part (i)
Given,
The size of the file = 1024 bytes
The size of the payload = 128 bytes
The number of datagrams required to transfer the entire file is calculated in the following way;
Number of datagrams=File ¿ ¿ Payload ¿ ¿ ¿ ¿
¿ 1024
128
¿ 8 datagrams required
The overhead is additional information which is added to the packet during transformation. IP
datagram has an overhead with the following features.
> Each IP datagram contains 20 bytes of IP overhead
> Each IP datagram contains 20 bytes of TCP overhead and
> 128 bytes of payload, thus
The total size of the IP datagram is given by;
(IP overhead + TCP overhead + Payload) * Number of datagrams
= (20+20+128) * 8 = 1344 bytes
Since the system is running IPv4 protocol, the protocol overhead will be calculated for the 8
datagrams
Protocol overhead = 40*8 = 320 bytes
Protocol overhead percentage= 320
1344 ∗100 %
= 23.80 %
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Part (ii)
For IPv6 protocol, the protocol overhead will be calculated for the 8 datagrams, and each IPv6
protocol has 60 bytes, thus
Protocol overhead = 60*8 = 480 bytes
Protocol overhead percentage= 48 0
1344 ∗100 %
= 35.71 %
Question 2
IP protocol is used for networking and delivering of source packets to their destinations
with an address that is unique to specific devices. Every host or node is uniquely identified by an
IP address. TCP and IP form a model that is based on the OSI model for TCP/IP functions. The
model has many layers, including the physical, transport, network and application layers TCP/IP
facilitates device to device communication and encapsulates a packet in an IP datagram. TCP/IP
takes the amount of data, packages it and transfer it over a given network. IP, together with TCP,
allows the packets information to be sent and received in their respective source and destination
addresses. Both the TCP/IP and The OSI model contain IP layers that allow for the transportation
of packets across networks (DelCampo, Cintioni, Spinsante, & Gambi, 2017).
Question 3
The just in time designing technique of agile programming gives great flexibility to
change the needs of the development process with the demand of the soft wares. These increase
the quality of the project to a great extent as no fixed set of rules are designed for the
development process. It is also worth noting that agile software helps to reduce the cost of
production and also increase the revenue of the firm by the development of software suiting the
market needs. One disadvantage of agile methodology is the lack of emphasis on the necessary
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design and documentation of the development process (Kumar, Akhter, Misra, Fantazy, &
Kumar, 2012).
Question 4
In the evolutionary software development process, every software project management
tries to maximize the usage of the three major constraints. These comprise of the scope, time and
cost. At the same time, these also ensure that the software project measures up to the quality
anticipated, and it is a part of the scope too. On the other hand, the agile methodology does not
emphasise on documenting the process and is based on customer feedback given at every level
until the end of the process (Kumar et al., 2012).
Question 5
Apple is a household name associated with high quality, innovative products. Conversely,
the processes followed in designing and manufacturing Apple products are shrouded in deep
secrecy and mystery. In spite of the secrecy surrounding Apple product design and development
processes, these products arouse strong fascination from both consumers and competitors. At
Apple, the design is the fulcrum of product development and innovation (Montgomerie &
Roscoe, 2013). Instead of beholding the design process to finance or manufacturing departments,
as is the norm for majority companies, Apple has dedicated the design function to a group of
employees in the design department. Once a new product has been conceived, the team of
designers is bound by secrecy regulations and more often than not, physical barriers.
Question 6
The major reasons for the failure of projects include,
(i) User inputs were inadequate. They got a look at the software or had a chance to
comment only when the project was completed. This also results in a rush during the
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requirements identification phase. When there is a quick jump from the requirements
to the design phase, the project requirements are not clearly understood. This also
causes failures (Obadia, 2018).
(ii) Requirement creep caused by a continuous change in the needs of the users. During
the design phase, requirement changes could be accepted. But during the
development or during the implementation phases, the changes requested could make
the system design unstable and therefore, not productive. Not accommodating the
changes could also cause misjudgement and hence, failure of the project. Therefore,
in either case, the project could fail (Taherdoost & Keshavarzsaleh, 2016).
(iii) Commitment of the management in ensuring that all the resources needed by the
project are supplied. Failure to provide adequate resources could cause the project to
slow down and thereby cause failures.
Question 7
A project is taken to be successful if it meets every one of the management criteria. This
includes completing the project within the specified time; completing the project within the
specified budget. Every project should really be working on these two major constraints. At the
same time, the project should also meet all the original expectations of the people or the
stakeholders in the project. Every stakeholder might have his or her own needs and expectations
from the project (Taherdoost & Keshavarzsaleh, 2016). This would decide on how he considers
the project to be. If all his requirements have been met, then he might consider the project
successful. In some cases, a project is considered successful even if it overshoots the budget but
stays within specific limits. These limits could vary with the company that is executing the
project. Whereas, in some cases, even a minor variation in the project specifications, might not
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be acceptable! In some cases, the success was measured more by the ROI and the strategic
impact that the project had on the business rather than whether it met the deadline or whether it
was done within the budget originally specified.
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References
DelCampo, A., Cintioni, L., Spinsante, S., & Gambi, E. (2017). Analysis and Tools for Improved
Management of Connectionless and Connection-Oriented BLE Devices Coexistence.
Sensors (Basel, Switzerland), 17(4). https://doi.org/10.3390/s17040792
Kumar, U., Akhter, M., Misra, S., Fantazy, K., & Kumar, V. (2012). Agile software development
practices: evolution, principles, and criticisms. International Journal of Quality &
Reliability Management, 29(9), 972–980. https://doi.org/10.1108/02656711211272863
Montgomerie, J., & Roscoe, S. (2013). Owning the consumer—Getting to the core of the Apple
business model. Accounting Forum, 37(4), 290–299.
https://doi.org/10.1016/j.accfor.2013.06.003
Obadia, B. (2018). Why Projects Fail. Project Management Journal, Vol 1, 7.
https://doi.org/10.3390/s7289203
Taherdoost, H., & Keshavarzsaleh, A. (2016). Critical Factors that Lead to Projects’
Success/Failure in Global Marketplace. Procedia Technology, 22, 1066–1075.
https://doi.org/10.1016/j.protcy.2016.01.151
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