| | 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 |