Project Management with the IBM Rational Unified Process: Lessons from the Trenches

book cover
Project Management with the IBM® Rational Unified Process®: Lessons from the Trenches
By R. Dennis Gibbs
Publisher: IBM Press
Pub Date: July 27, 2006
Print ISBN-10: 0-321-33639-9
Print ISBN-13: 978-0-321-33639-2
Pages: 312

Table of Contents  | Index

·      Master winwin 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 requirements to managing user expectations


The Hands-On, Start-to-Finish Guide to Managing Software Projects with the IBM® Rational Unified Process®


This is the definitive guide to managing software development projects with the IBM Rational Unified Process (RUP®). Drawing on his extensive experience managing projects with the RUP, R. Dennis Gibbs covers the entire development lifecycle, from planning and requirements to post-mortems and system maintenance. Gibbs offers especially valuable insights into using the RUP to manage outsourced projects and any project relying on distributed development teamsoutsourced, insourced, or both.


This "from the trenches" guidebook is invaluable for anyone interested in best practices for managing software development: project managers, team leaders, procurement and contracting specialists, quality assurance and software process professionals, consultants, and developers. If you're already using the RUP, Gibbs will help you more effectively use it. Whatever your role or the RUP experience, you'll learn ways to


·      Simplify and streamline the management of any large-scale or outsourced project

·      Overcome the challenges of using the RUP in software project management

·      Optimize software procurement and supplier relationships, from Request for Proposals (RFPs) and contracts to delivery

·      Staff high-performance project teams and project management offices

·      Establish productive, consistent development environments

·      Run effective project kickoffs

·      Systematically identify and mitigate project risks

·      Manage the technical and business challenges of changing requirements

·      Organize iterations and testing in incremental development processes

·      Transition new systems into service: from managing expectations to migrating data

·      Plan system maintenance and implement effective change control

·      Learn all you can from project post-mortemsand put those lessons into practice

book cover
Project Management with the IBM® Rational Unified Process®: Lessons from the Trenches
By R. Dennis Gibbs
Publisher: IBM Press
Pub Date: July 27, 2006
Print ISBN-10: 0-321-33639-9
Print ISBN-13: 978-0-321-33639-2
Pages: 312

Table of Contents  | Index

   IBM Press
   About the Author
    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?
      What's Next?
    Chapter 2.  Overview of the Rational Unified Process
      The Traditional Software Development Process
      Introducing the Rational Unified Process
      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
      What's Next?
    Chapter 4.  Best Practices for Staffing the Outsourcing Organization's Project Management Office (PMO)
      Key Roles Defined
      Other Role Issues
      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
      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
      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
      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
      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
      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
      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
      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
      What's Next?
    Chapter 13.  System Operations and Maintenance Issues
      Procuring Maintenance Services
      What's Next?
    Chapter 14.  Using Consultants Effectively
      Staff Augmentation
      Expert Consultants
      Consultant Pricing
      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
    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?
      The Rational Unified Process
      Requirements Management and Use Cases
      Object-Oriented Technologies and UML
      The Agile Process
      Project Management