Project Management with the IBM Rational Unified Process: Lessons From The Trenches - page 160



Index


[A] [B] [C] [D] [E] [F] [G] [H] [I] [J] [K] [L] [M] [N] [O] [P] [Q] [R] [S] [T] [U] [V] [W]

quality
     cultural differences
    focusing continually on
         analysis and design
         Project Management
         requirements
         testing
     of facilities
     quality assurance personnel
queries, change request management tools
questions from bidders




Index


[A] [B] [C] [D] [E] [F] [G] [H] [I] [J] [K] [L] [M] [N] [O] [P] [Q] [R] [S] [T] [U] [V] [W]

RAID (Redundant Array of Inexpensive Disks)
rapid user interface development tools
Rational Software Corporation
Rational Unified Process [See RUP (Rational Unified Process).]
readiness for construction, assessing
     checklist for customers
     checklist for products in development
     checklist for project environment and staffing
recommendations of implementation plans
Redundant Array of Inexpensive Disks (RAID)
releases
     monitoring project performance with
     version numbers
releasing RFPs (Requests for Proposals)
reliability testing
reports
     change request management tools
     status reports
repository-based models (workspace management)
Requests for Proposals [See RFPs (Requests for Proposals).]
requirements analysts
requirements management
     business modeling
         definition of
         use cases
         user interface prototypes
         when to use
     contractor tasks
     eliciting requirements
     importance of
    offshore and long-distance projects
         communication
         cultural differences
    potential problems
         claims that requirements analysis is finished
         insufficient use cases
         lack of agreement on business process
         multiple contractors and "forgotten" stakeholders
         unbounded growth in requirements
     project postmortems
     requirements changes, tracking
    stakeholders
         access to
         collecting and disseminating information from
         "forgotten" stakeholders
         identifying
         managing in outsourcing organizations
         meetings with
         working relationships with
     testing
     tools
         additional capabilities
         core capabilities
         requirements changes, tracking
     verifying quality in requirements
RequisitePro
results of iterations
     assessing
     demonstrating
RFPs (Requests for Proposals) [See also procurement.]
     releasing
     System Realization Contracts
     System Specification Contracts
Risk Management Plans
risks
     business risks
    dependencies on external sources
         other contractors
         vendors
     funding risks
     history of
     list of
    political risks
         discovering unknown political risks
         identifying
     Risk Management Plans
     risk tracking systems
    technical risks
         discovering unknown technical risks
         identifying
         managing
         real-world example
roles
     PMO (Project Management Office)
         CCBs (Change Control Boards)
         common code, developing
         contracting officers
         data models
         internal project champions
         IT managers
         lead user representatives
         PMO project architects
         project managers
     software project teams
         architects
         CM (configuration management) role
         developers
         managing
         project managers
         quality assurance personnel
         requirements analysts
         staffing principles
         technical leads
         testers
         toolsmiths
Rumbaugh, James
RUP (Rational Unified Process) 2nd
     agility of
     best practices
         adapting the process
         balancing competing stakeholder priorities
         collaborating across teams
         demonstrating value iteratively
         elevating level of abstraction
         focusing continually on quality
     history of
    lifecycle phases [See phases.]
     mistakes in implementation
         assuming you can implement RUP perfectly the first time
         failing to integrate change requests into iterations
         failing to tailor RUP
         failing to test properly
         iterations of inappropriate length
         iterations with no clear goal
         poor project choice
     outsourcing and