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Project Management with the IBM Rational Unified Process: Lessons From The Trenches

ISBN: 0321336399
EAN: 2147483647

Year: 2007
Pages: 166

Authors: R. Dennis Gibbs

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• Project Management with the IBM Rational Unified Process: Lessons from the Trenches
• Table of Contents
• Copyright
• IBM Press
• Acknowledgments
• About the Author
• Introduction
• Chapter 1. Introduction to Outsourcing
• Outsourcing Defined
• Four Common Scenarios Encountered in Outsourced Projects
• 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
• Introducing the Rational Unified Process
• Summary
• What s Next?
• Chapter 3. Getting Started: Request for Proposals (RFPs), Proposals, and Contracts
• How Is Procurement Accomplished for Outsourced Systems?
• How Can Procurement of Software Systems Be Improved?
• Issues with Managing Fixed-Price Projects
• Monitoring Project Performance
• 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
• Other Role Issues
• 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
• Best Practices for Managing Teams
• Summary
• What s Next?
• Chapter 6. Establishing the Software Development Environment
• Build, Buy, or Borrow
• Requirements Management
• Change Request Management
• Configuration Management Tools
• Considerations for Servers for the Software Development Environment
• 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
• Soft Skills
• Establishing a Project Web Site
• 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
• Political Risks
• Funding Risks
• Business Risks
• Risks Resulting from Dependencies on External Sources
• Creating a Risk Tracking System
• Summary
• What s Next?
• Chapter 9. Navigating the Requirements Management Process
• Identifying Stakeholders
• Enabling Success in Requirements Management
• Considerations for Offshore and Other Long-Distance Projects
• Modeling the Business Process
• When the Requirements Process Goes Wrong
• Summary
• What s Next?
• Chapter 10. Construction Iterations: Staying on Target
• How Can You Tell if the Project Is Ready for Construction?
• Iteration Planning, Execution, and Assessment
• Contractual Issues Revisited
• Common Mistakes Implementing Iterative Development in the Construction Phase
• 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
• The Different Types of Testing
• Other Best Practices for Testing
• Final Thoughts and Philosophies on Staffing for the Testing Discipline
• Summary
• What s Next?
• Chapter 12. Transitioning a System into Service
• Staffing Considerations in the Transition Phase
• Project Tasks in the Transition Phase
• Setting End-User Expectations for Production
• Summary
• What s Next?
• Chapter 13. System Operations and Maintenance Issues
• Procuring Maintenance Services
• Summary
• What s Next?
• Chapter 14. Using Consultants Effectively
• Staff Augmentation
• Expert Consultants
• 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
• Examples of Trends from the Configuration Management Discipline
• 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?
• Summary
• Glossary
• Bibliography
• The Rational Unified Process
• Requirements Management and Use Cases
• Object-Oriented Technologies and UML
• The Agile Process
• Project Management
• Outsourcing
• Miscellaneous
• Index
• A
• B
• C
• D
• E
• F
• G
• H
• I
• J
• K
• L
• M
• N
• O
• P
• Q
• R
• S
• T
• U
• V
• W