Project management with the IBM Rational Unified Process lessons from the trenches
· Master win–win techniques for managing outsourced and offshore projects, from procurement and risk mitigation to maintenance · Use RUP to implement best-practice project management throughout the software development lifecycle · Overcome key management challenges, from changing requ...
| Autor principal: | |
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| Autor Corporativo: | |
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Upper Saddle River, N.J. :
IBM Press/Pearson plc
c2007
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| Edición: | 1st edition |
| Colección: | IBM Press
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009626882906719 |
Tabla de Contenidos:
- Cover
- Contents
- Acknowledgments
- About the Author
- Introduction
- Chapter 1 Introduction to Outsourcing
- Outsourcing Defined
- Four Common Scenarios Encountered in Outsourced Projects
- Scenario 1: Colocated Contractors
- Scenario 2: Offshore Projects
- Scenario 3: Distant Contractors, Same Country
- Scenario 4: Multiple Contractors
- Where Does the Rational Unified Process Fit in All of This?
- Summary
- What's Next?
- Chapter 2 Overview of the Rational Unified Process
- The Traditional Software Development Process
- Advantages of the Waterfall Process
- Disadvantages of the Waterfall Process
- Introducing the Rational Unified Process
- History
- The Six Best Practices
- RUP Lifecycle Phases
- Is the RUP Agile?
- Summary
- What's Next?
- Chapter 3 Getting Started: Request for Proposals (RFPs), Proposals, and Contracts
- How Is Procurement Accomplished for Outsourced Systems?
- The Ten Steps in the Procurement Process
- Advantages of the Procurement Process
- What's Wrong with This Procurement Process?
- How Can Procurement of Software Systems Be Improved?
- A Proposed Progressive Acquisition Model for Small Projects
- A Progressive Acquisition Model for Medium to Large Projects
- Issues with Managing Fixed-Price Projects
- Monitoring Project Performance
- Releases
- Earned Value
- Project Estimation
- Selecting a Contractor Proficient in the RUP
- Lessons Learned for Outsourcing Organizations
- Lessons Learned for Contractors
- Summary
- What's Next?
- Chapter 4 Best Practices for Staffing the Outsourcing Organization's Project Management Office (PMO)
- Key Roles Defined
- The Project Manager
- The Lead User Representative
- The PMO Project Architect
- The Internal Project Champion
- The Contracting Officer
- The IT Manager
- Other Role Issues
- Developing a Data Model.
- Developing Common Code
- Summary
- What's Next?
- Chapter 5 Best Practices for Staffing the Contractor's Software Project Team
- Governing Principles for Staffing the Team
- Roles on the Contractor's Software Development Team
- The Project Manager Role
- The Developer Role
- The Architect Role
- The Technical Lead Role
- The Toolsmith Role
- The Requirements Analyst Role
- The Tester Role
- The Configuration Management/QA Role
- Best Practices for Managing Teams
- Summary
- What's Next?
- Chapter 6 Establishing the Software Development Environment
- Build, Buy, or Borrow
- Shareware Tools
- Commercially Available Tools
- Custom "In-House" Tools
- Requirements Management
- Important Features to Look for in a Requirements Management Tool
- Change Request Management
- Features Needed in Change Request Management Tools
- Configuration Management Tools
- Features Needed in Configuration Management Tools
- Considerations for Servers for the Software Development Environment
- Requirements for Servers
- Other Considerations
- Considerations for Client PCs
- Best Practices for Deploying New Tools
- Summary
- What's Next?
- Chapter 7 Inception: Kicking Off the Project
- Purpose and Goals of the Inception Phase
- Artifacts Produced in the Inception Phase
- The Project Business Case
- The Project Vision Statement
- The Project Risk List and Risk Management Plan
- The Project Software Development Environment
- The Project Software Development Plan (SDP)
- The Iteration Plan
- The Development Process
- The Project Glossary
- The Use Case Model
- Optional Artifacts
- Soft Skills
- Setting the Project Vision
- Maintaining Communication on the Project
- Establishing a Project Web Site
- Advantages of Project Web Sites
- Suggestions for Content of Project Web Sites
- Other Best Practices for Project Web Sites.
- What Can Go Wrong During the Inception Phase
- Establishing a Sense of Ownership of the Project Plan
- Summary
- What's Next?
- Chapter 8 Identifying and Managing Risks
- Technical Risks
- Managing Technical Risks
- Political Risks
- An Example of Discovering a Political Risk
- Identifying Political Risks
- Funding Risks
- Funding on Government Projects
- Sources of Funding Often Are Not Straightforward
- Business Risks
- Risks Resulting from Dependencies on External Sources
- An Example of Managing Dependency on a Vendor
- Risks from Other Contractors
- Creating a Risk Tracking System
- Characteristics of a Risk Tracking System
- Summary
- What's Next?
- Chapter 9 Navigating the Requirements Management Process
- Identifying Stakeholders
- Enabling Success in Requirements Management
- Attribute 1: The Contractor Has Easy Access to the Proper Set of Stakeholders in the Outsourcing Organization
- Attribute 2: Establishing a Strong Working Relationship with Stakeholders
- Attribute 3: Collecting and Disseminating Information Obtained from Stakeholders
- Considerations for Offshore and Other Long-Distance Projects
- Looking for Communication Opportunities
- Understanding Cultural Differences for Offshore Projects
- Modeling the Business Process
- Definition of Business Modeling
- Use Cases: A Best Practice for Capturing Business Processes and Functional Requirements
- Transitioning to System Use Cases
- When the Requirements Process Goes Wrong
- They Tell You That the Requirements Analysis Is Already Finished
- Lack of Agreement on the Business Process in the Outsourcing Organization
- Avoiding Unbounded Growth in Requirements, or Requirements "Churn"
- Multiple Contractors and "Forgotten" Stakeholders
- Summary
- What's Next?
- Chapter 10 Construction Iterations: Staying on Target.
- How Can You Tell if the Project Is Ready for Construction?
- Assessing Project Readiness for Construction: Checklists
- Iteration Planning, Execution, and Assessment
- How Long Should Iterations Be?
- Determining the Content of Iterations
- Construction Phase Iteration Planning
- Assessing the Results of an Iteration
- Demonstrating the Results of an Iteration
- Regrouping After the Demonstration
- Contractual Issues Revisited
- Common Mistakes Implementing Iterative Development in the Construction Phase
- Mistake 1: Plunging into Construction Before the Project Is Ready
- Mistake 2: Iterations of an Inappropriate Length
- Mistake 3: Iterations with No Stated Purpose
- Mistake 4: Getting Derailed by Change Requests
- Mistake 5: Trying to Plan All Iterations in Detail Up Front
- Anecdotal Observations from Development Teams Using Iterative Techniques Versus Waterfall Techniques
- Summary
- What's Next?
- Chapter 11 Testing
- How Traditional Waterfall Lifecycle Models Inhibit Testing
- Testing with Iterative Lifecycle Models
- Advantages of Testing with Iterative Development
- Prerequisites for Testing with Iterative Lifecycle Models
- The Different Types of Testing
- Functional Testing
- Unit Testing
- Reliability Testing
- Performance/Stress Testing
- Other Types of Testing
- Other Best Practices for Testing
- Involve Testing Expertise During Requirements Elicitation
- Keep Testing Staff in the Loop
- Replicate the Production Environment
- Testing Is Part of the Delivered Product
- Final Thoughts and Philosophies on Staffing for the Testing Discipline
- What if a Separate Team, Perhaps Offshore, Performs the Testing?
- Testing Efforts Gone Awry
- Summary
- What's Next?
- Chapter 12 Transitioning a System into Service
- Staffing Considerations in the Transition Phase
- Project Tasks in the Transition Phase.
- Deploying the IOC
- Online Help
- Installation Scripts
- Change Requests
- Data Migration
- Training
- Acceptance Testing
- Setting End-User Expectations for Production
- Identifying User Groups to Aid in Production Rollout
- Summary
- What's Next?
- Chapter 13 System Operations and Maintenance Issues
- Procuring Maintenance Services
- Operations Support
- Maintenance Support
- Summary
- What's Next?
- Chapter 14 Using Consultants Effectively
- Staff Augmentation
- Expert Consultants
- Expert Consultants from Vendors
- Expert Process Consultants from Consulting Firms
- Consultant Pricing
- Summary
- What's Next?
- Chapter 15 The Project Postmortem
- Defining the Project Postmortem
- Sources of Information for Lessons Learned
- Why Bother with a Project Postmortem?
- Instilling Lessons Learned into the Organization's Memory
- Project Management Forums
- Examples of Trends from the Configuration Management Discipline
- Defect Trends on Iterative Projects
- Trends in the Requirements Management Discipline
- Collecting the Project Data
- (Mis)Using Metrics Data
- Summary
- Appendix A: Common Mistakes Utilizing RUP
- Mistake 1: Iterations of Inappropriate Length
- Mistake 2: Iterations with No Clear Goal
- Mistake 3: Choosing the Wrong Project for Your First Experience with the RUP
- Mistake 4: Failing to Integrate Change Requests into Iterations
- Mistake 5: Failing to Tailor the RUP Appropriately
- Mistake 6: Failing to Test Properly During the Iteration
- Mistake 7: Assuming You Can Implement the RUP Perfectly the First Time
- Appendix B: Implementing a Two-Stage Procurement Process
- Cultural Changes Needed
- Contract Types
- Who Bids on the Second Phase?
- What Artifacts Should Be Produced and Made Available During the First Phase?
- Glossary
- Vision Statement
- Software Architecture Document.
- Set of Business and System Use Cases.
