Adopting the Rational Unified Process : Success with the RUP
暫譯: 採用理性統一流程：成功實現RUP

Stefan Bergström, Lotta Råberg

Adopting the Rational Unified Process : Success with the RUP
  • 出版商: Addison Wesley
  • 出版日期: 2004-01-08
  • 售價: $1,400
  • 貴賓價: 9.5 折 $1,330
  • 語言: 英文
  • 頁數: 272
  • 裝訂: Paperback
  • ISBN: 0321202945
  • ISBN-13: 9780321202949
  • 相關分類: 專案管理 PM、軟體工程

    • 立即出貨(限量) (庫存=1)

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Table of Contents

Preface.
About the Authors.

1. How to Adopt RUP in Your Organization.

Before the Implementation.

Create Awareness of RUP.

Assess the Current Situation.

Motivate with a Business Case.

Set Adoption Goals, Identify Risks and Opportunities.

Make a High-Level Adoption Plan and Develop a Communication Plan.

Identify Software Development Projects to Support (Pilot Projects).

During the Implementation.

Make a Detailed Plan for the Implementation Effort.

Support Projects with Mentoring (Among Other Things).

Software Projects Adopt Particular RUP Subsets.

Decide upon Your Process and Document It.

Adapt to the Unexpected (Handle Risks, Opportunities, and Goals).

Evaluate the Implementation Effort.

After the Implementation.

When Is the Implementation Done?

Perform Ongoing Process Improvements.

Conclusion.


2. The First Meeting with RUP.

Packaged Common Sense.

Presented through a Product.

What Is the RUP Product?

The Structure of RUP.

Knowledge Base.

Common Language.

Examples of the New Language.

A Way to Help Project Teams Develop Products More Efficiently.

Conclusion.



3. What Is a RUP Project?

Essential Concepts in RUP.

RUP Is Iterative.

Planning in RUP Is Driven by Risks.

RUP Is Architecture Centric.

RUP Is Driven by Use Cases.

The Spirit of RUP.

RUP Project Team Members Share Their Wisdom.

The Seven Sins of a RUP Project.

Planning to Death.

Detailing Too Much.

Skipping Problem Analysis.

Letting End Dates of Iterations Slip.

Starting Construction before Fulfilling the Exit Criteria of Elaboration.

Testing Only at the End of the Project.

Failing to Move the Product to Maintenance.

Conclusion.



4. Assessing Your Organization.

Who Wants the Assessment and Why?

Kicking Off the Assessment.

How to Assess.

Interviewing People.

Reading Process Documentation.

Comparing with Other Organizations.

What to Assess.

People.

The Organization.

Types of Products and Projects.

Supporting Tools.

The Current Process.

The Current Process Description.

Compiling the Material.

Identifying Problems.

Drawing Conclusions.

Formulating Recommendations.

The Assessment Report.

Presentation of the Findings.

Conclusion.



5. Motivating the RUP Adoption.

Motivating the Decision to Adopt RUP.

Reducing the Productivity Dip.

Increasing the Improvement.

Comparing the Initial Investment and the Dip with the Improvement.

Other Aspects to Cover in a Business Case.

Motivating the People.

Reactions to Change.

Keep Moving between the Four Rooms of Change.

Following Up the Business Case and People's Attitudes.

Examples of Goals and Measurements.

Conclusion.



6. Planning the RUP Adoption.

Creating the Implementation Team.

Setting Adoption Goals.

Identifying Risks and Opportunities.

Making a High-Level RUP Adoption Plan.

What Should the RUP Adoption Plan Cover?

Why Use a Documented Formal Plan?

On What Level Should Planning Occur?

Who Owns the Plan?

Developing a Communication Plan.

Identifying Software Development Projects to Support.

Choosing a Strategy for the RUP Adoption.

Wide and Shallow or Narrow and Deep?

Just One Project at a Time or the Whole Organization at Once?

How Much Time?

Conclusion.



7. Obtaining Support from the Organization.

The Implementation Team and Project.

Supporting Projects When Adopting a RUP Subset.

Harvesting Experiences and Updating the Organization's RUP Adaptation.

Documenting Your Project Implementation Plan.

Stand By for Changes.

Communicating with People in the Organization.

Building Competence Among the Employees.

Training Sessions.

Workshops.

Performing Reviews.

Artifact Reviews.

Milestone Reviews.

Performing Mentoring.

Training the Mentors.

Conclusion.



8. How to Adopt RUP in Your Project.

Assessing Your Project.

Is RUP a Good Idea?

What Are the Characteristics of the Project?

How Do the Project Members Usually Develop Software?

Documenting the Project Assessment.

Selecting from RUP and Planning the Implementation.

Deciding upon and Documenting Your Process, Part 1.

Planning the Process Support.

Documenting the Process Support.

Running Your Project and Getting Support on RUP.

Getting Support Down to the Activity Lists in the Project's Iteration Plans.

Deciding upon and Documenting Your Process, Part 2.

Sharing Your Experiences.

What Will Happen after the Project?

Conclusion.



9. Deciding upon Your Process.

Selecting Parts of RUP.

Disciplines.

Artifacts.

Activities.

Tools.

Best Practices.

Going beyond the RUP Base: RUP Plug-Ins.

How RUP Builder Can Help You Select a Subset.

Other Ways to Get Help for the Selection Process.

Things to Not Exclude.

Adding Process Information.

Adding Guidelines and Examples.

Adding Disciplines, Roles, Activities, and Artifacts.

Adding a Project Management Method.

Changing RUP.

Changing Activities.

Changing Templates.

Changing the Lifecycle.

How Can a Mentor Help You Decide upon Your Process?

Conclusion.



10. Documenting Your Process.

Documentation Tools.

Word Processor.

HTML Editor.

RUP Builder.

MyRUP.

RUP Organizer.

RUP Modeler.

What the RUP Practitioner Will See (Documentation Results)

Development Process, Development Case, and Iteration Plans.

Guidelines and Checklists-Easy and Valuable.

Templates and Examples-People Love Them.

Roadmaps and Process Views-Help People Find Their Way.

Building Your Process Documentation in Stages.

Stage 0: The Development Process Before the Adoption Starts.

Stage 1: The Development Case for the First Project.

Stage 2: The First Draft of the Organizational Development Process.

Stage 3: The Next Project Using the Organizational Development Process.

How Can a Mentor Help You Document Your Process?

Conclusion.



11. A Guide to Successful Mentoring.

Knowledge Transfer.

How Is Knowledge Created?

What Knowledge Is Needed?

What Does a Good Mentor Do?

Walk Around and Be Present.

Encourage People.

Never Criticize.

Practice What You Preach.

Be Prepared to Conduct a Workshop.

Know Your RUP.

Know Your Limits.

Worry, but Be Happy.

Keep Up the Speed.

Let People Make Mistakes.

Typical RUP Adopter Personalities.

The Long-Time Employee.

The Architectural Guru.

The Code Lover or Hacker.

The Test Person.

The Process Lover or Enthusiast.

A Mentor Should Become Redundant.

Conclusion.



Appendix A. Experiences from Actual Implementations.

Volvo Information Technology.

Background.

Timing/Effort.

Long-Term Goals.

Configuration.

Strategy.

Methods for Measuring Success.

Challenges, Traps, and What Could Have Been Done Better.

Biggest Achievements.

Continuation.

Covansys Corporation.

Background.

Timing/Effort.

Long-Term Goals.

Configuration.

Strategy.

Create, Maintain, and Enhance Internal Reusable RUP Assets.

Methods for Measuring Success.

Challenges, Traps, and What Could Have Been Done Better.

Biggest Achievements.

Continuation.



Appendix B. Adding Another Project Management Method to RUP.

PROPS.

PPS.



Glossary.


Recommended Reading.


Index.

商品描述(中文翻譯)

目錄

前言
關於作者

1. 如何在您的組織中採用 RUP
在實施之前
提高對 RUP 的認識
評估當前情況
用商業案例激勵
設定採用目標，識別風險和機會
制定高層次的採用計劃並發展溝通計劃
識別需要支持的軟體開發專案（試點專案）

在實施期間
為實施工作制定詳細計劃
通過指導支持專案（以及其他方式）
軟體專案採用特定的 RUP 子集
決定您的流程並記錄下來
適應意外情況（處理風險、機會和目標）
評估實施工作

實施之後
何時算實施完成？
進行持續的流程改進
結論

2. 與 RUP 的第一次會議
包裝的常識
通過產品呈現
RUP 產品是什麼？
RUP 的結構
知識庫
共同語言
新語言的例子
幫助專案團隊更有效地開發產品的方法
結論

3. 什麼是 RUP 專案？
RUP 的基本概念
RUP 是迭代的
RUP 的規劃由風險驅動
RUP 以架構為中心
RUP 由用例驅動
RUP 的精神
RUP 專案團隊成員分享他們的智慧
RUP 專案的七大罪
過度規劃
過度詳細
跳過問題分析
讓迭代的結束日期延遲
在未滿足詳細規劃的退出標準之前開始建設
僅在專案結束時進行測試
未能將產品轉移到維護階段
結論

4. 評估您的組織
誰想要評估，為什麼？
啟動評估
如何評估
訪談人員
閱讀流程文檔
與其他組織比較
評估什麼
人員
組織
產品和專案類型
支持工具
當前流程
當前流程描述
彙編材料
識別問題
得出結論
制定建議
評估報告
結果的呈現
結論

5. 激勵 RUP 的採用
激勵採用 RUP 的決策
減少生產力下降
增加改進
比較初始投資和下降與改進
商業案例中需要涵蓋的其他方面
激勵人員
對變化的反應
在變化的四個房間之間不斷移動
跟進商業案例和人員的態度
目標和測量的例子
結論

6. 計劃 RUP 的採用
建立實施團隊
設定採用目標
識別風險和機會
制定高層次的 RUP 採用計劃
RUP 採用計劃應涵蓋什麼？
為什麼使用文檔化的正式計劃？
規劃應在什麼層級進行？
誰擁有計劃？
制定溝通計劃
識別需要支持的軟體開發專案
選擇 RUP 採用的策略
廣泛而淺顯還是狹窄而深入？
一次只做一個專案還是整個組織一次？
需要多少時間？
結論

7. 獲得組織的支持
實施團隊和專案
在採用 RUP 子集時支持專案
收集經驗並更新組織的 RUP 調整
記錄您的專案實施計劃
隨時準備變更
與組織中的人員溝通
在員工中建立能力
培訓課程
工作坊
進行評審
文檔評審
里程碑評審
進行指導
培訓導師
結論

8. 如何在您的專案中採用 RUP
評估您的專案
RUP 是好主意嗎？
專案的特徵是什麼？
專案成員通常如何開發軟體？
記錄專案評估
從 RUP 中選擇並計劃實施
決定並記錄您的流程，第一部分
規劃流程支持
記錄流程支持
運行您的專案並獲得 RUP 的支持
將支持細化到專案的迭代計劃中的活動列表
決定並記錄您的流程，第二部分
分享您的經驗
專案結束後會發生什麼？
結論

9. 決定您的流程
選擇 RUP 的部分
學科
工件
活動
工具
最佳實踐
超越 RUP 基礎：RUP 插件
RUP Builder 如何幫助您選擇子集
獲得選擇過程幫助的其他方法
不應排除的事項
添加流程信息
添加指導方針和範例
添加學科、角色、活動和

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