Catalogue


Adopting the Rational Unified Process : success with the RUP /
Stefan Bergström, Lotta Råberg.
imprint
Boston, MA : Addison-Wesley, c2003.
description
xxiii, 245 p.
ISBN
0321202945 (alk. paper)
format(s)
Book
Holdings
More Details
added author
imprint
Boston, MA : Addison-Wesley, c2003.
isbn
0321202945 (alk. paper)
catalogue key
5086852
 
Includes bibliographical references and index.
A Look Inside
About the Author
Author Affiliation
Stefan Bergstrom formerly worked for Ericsson Corporation as a project and process manager. He joined Rational Software in November 1998. Lotta (Ann-Charlotte) Raberg started as a software developer at a consultancy company. Her special interest in visual modeling led her to join Rational Software in May 1995
Excerpts
Introduction or Preface
Why Did We Write This Book?Some things in life just seem to happen. Of course, writing a book needs to be planned in detail by the authors, but the starting point of the endeavor to write down our collective experience of helping customers implement the IBM Rational Unified Process (RUP) did not follow any schedule. Suddenly, after years of mentoring, preparing presentations, and writing papers and articles, it just felt like it was time to collect all that information in one placeNto make a baseline.There are many books about RUP, and some of them bring up implementation matters. Also, there are many books about process improvements in general as well as change in general. However, this is the first book that focuses solely on RUP implementation, that is, how to put RUP into practice. Put RUP to Use!RUP gives the software development community a common language and a base for a common, more controlled way to develop software. By writing this book we want to help the reader have a better experience working with RUP by suggesting methods of how to adopt it in the best way.RUP will not yield its intended benefits if not successfully implemented. Succeeding with a RUP implementation can be hard. Although RUP has been around for a while now, some people still struggle with the best way to put RUP into practice. This is a pity because RUP contains so many excellent things! A good working environment for software developers is more than a good chair, a fast computer, and an ergonomic keyboard. A good working environment also encompasses a decent process and appropriate tools. There is no reason that software developers always should work more or less ad hoc. RUP has the answer. Unfortunately, it can be difficult for software developers in general to realize the value of RUP if it is not adopted properly. The power of RUP lies in its implementation! It Is All about PeopleAs for all initiatives for making business processes in which people work more effective, implementing RUP in an organization is all about people. Still, it is easy to underestimate the effort required to change the ways people think about their work. Even if an organization decides that RUP shall be used for all software development, it is hard to enforce that decision. By sharing our best practices with you in this book, we hope that organizations that implement RUP in the future will give the "people issues" the attention they deserve, and then plan the implementation accordingly. It is our firm belief that organizations will benefit even more from RUP as a result.We have a strong belief in mentorshipNin being fair and helping people to change. They need someone to show them how to do things the new way. People need someone to talk to. Before trying to adopt RUP on your own, use a RUP mentor to give you some hints and advice. This way, some common traps can be avoided, and you can use RUP efficiently from the start. A RUP implementation should not be based solely on a trial-and-error approach. Who Will Benefit from This Book?Who is responsible for the processes in an organization? Management? The project managers? The people working in the processes? We say that everyone is responsible. Of course, the formal responsibility will vary, but everyone just mentioned has a role in the processes and should feel responsible for their results. This book is intended for the following audiences:Managers who will be in charge of implementing RUP in an organization and/or one or more software development projects. Project managers who will both become RUP practitioners and are expected to support and sometimes drive the RUP implementation for the project members. People in this tough position will get support from this book. Project members who are RUP practitioners, that is, those who will start work according to RUP (following the guidance of any RUP discipline). This book
Introduction or Preface
Why Did We Write This Book? Some things in life just seem to happen. Of course, writing a book needs to be planned in detail by the authors, but the starting point of the endeavor to write down our collective experience of helping customers implement the IBM Rational Unified Process (RUP) did not follow any schedule. Suddenly, after years of mentoring, preparing presentations, and writing papers and articles, it just felt like it was time to collect all that information in one placeNto make a baseline. There are many books about RUP, and some of them bring up implementation matters. Also, there are many books about process improvements in general as well as change in general. However, this is the first book that focuses solely on RUP implementation, that is, how to put RUP into practice. Put RUP to Use! RUP gives the software development community a common language and a base for a common, more controlled way to develop software. By writing this book we want to help the reader have a better experience working with RUP by suggesting methods of how to adopt it in the best way. RUP will not yield its intended benefits if not successfully implemented. Succeeding with a RUP implementation can be hard. Although RUP has been around for a while now, some people still struggle with the best way to put RUP into practice. This is a pity because RUP contains so many excellent things! A good working environment for software developers is more than a good chair, a fast computer, and an ergonomic keyboard. A good working environment also encompasses a decent process and appropriate tools. There is no reason that software developers always should work more or less ad hoc. RUP has the answer. Unfortunately, it can be difficult for software developers in general to realize the value of RUP if it is not adopted properly. The power of RUP lies in its implementation! It Is All about People As for all initiatives for making business processes in which people work more effective, implementing RUP in an organization is all about people. Still, it is easy to underestimate the effort required to change the ways people think about their work. Even if an organization decides that RUP shall be used for all software development, it is hard to enforce that decision. By sharing our best practices with you in this book, we hope that organizations that implement RUP in the future will give the "people issues" the attention they deserve, and then plan the implementation accordingly. It is our firm belief that organizations will benefit even more from RUP as a result. We have a strong belief in mentorshipNin being fair and helping people to change. They need someone to show them how to do things the new way. People need someone to talk to. Before trying to adopt RUP on your own, use a RUP mentor to give you some hints and advice. This way, some common traps can be avoided, and you can use RUP efficiently from the start. A RUP implementation should not be based solely on a trial-and-error approach. Who Will Benefit from This Book? Who is responsible for the processes in an organization? Management? The project managers? The people working in the processes? We say that everyone is responsible. Of course, the formal responsibility will vary, but everyone just mentioned has a role in the processes and should feel responsible for their results. This book is intended for the following audiences: Managers who will be in charge of implementing RUP in an organization and/or one or more software development projects. Project managers who will both become RUP practitioners and are expected to support and sometimes drive the RUP implementation for the project members. People in this tough position will get support from this book. Project members who are RUP practitioners, that is, those who will start work according to RUP (following the guidance of any RUP discipline). This book
Introduction or Preface
Why Did We Write This Book? Some things in life just seem to happen. Of course, writing a book needs to be planned in detail by the authors, but the starting point of the endeavor to write down our collective experience of helping customers implement the IBM Rational Unified Process (RUP) did not follow any schedule. Suddenly, after years of mentoring, preparing presentations, and writing papers and articles, it just felt like it was time to collect all that information in one placeNto make a baseline. There are many books about RUP, and some of them bring up implementation matters. Also, there are many books about process improvements in general as well as change in general. However, this is the first book that focuses solely on RUP implementation, that is, how to put RUP into practice. Put RUP to Use! RUP gives the software development community a common language and a base for a common, more controlled way to develop software. By writing this book we want to help the reader have a better experience working with RUP by suggesting methods of how to adopt it in the best way. RUP will not yield its intended benefits if not successfully implemented. Succeeding with a RUP implementation can be hard. Although RUP has been around for a while now, some people still struggle with the best way to put RUP into practice. This is a pity because RUP contains so many excellent things! A good working environment for software developers is more than a good chair, a fast computer, and an ergonomic keyboard. A good working environment also encompasses a decent process and appropriate tools. There is no reason that software developers always should work more or less ad hoc. RUP has the answer. Unfortunately, it can be difficult for software developers in general to realize the value of RUP if it is not adopted properly. The power of RUP lies in its implementation! It Is All about People As for all initiatives for making business processes in which people work more effective, implementing RUP in an organization is all about people. Still, it is easy to underestimate the effort required to change the ways people think about their work. Even if an organization decides that RUP shall be used for all software development, it is hard to enforce that decision. By sharing our best practices with you in this book, we hope that organizations that implement RUP in the future will give the "people issues" the attention they deserve, and then plan the implementation accordingly. It is our firm belief that organizations will benefit even more from RUP as a result. We have a strong belief in mentorshipNin being fair and helping people to change. They need someone to show them how to do things the new way. People need someone to talk to. Before trying to adopt RUP on your own, use a RUP mentor to give you some hints and advice. This way, some common traps can be avoided, and you can use RUP efficiently from the start. A RUP implementation should not be based solely on a trial-and-error approach. Who Will Benefit from This Book? Who is responsible for the processes in an organization? Management? The project managers? The people working in the processes? We say that everyone is responsible. Of course, the formal responsibility will vary, but everyone just mentioned has a role in the processes and should feel responsible for their results. This book is intended for the following audiences: Managers who will be in charge of implementing RUP in an organization and/or one or more software development projects. Project managers who will both become RUP practitioners and are expected to support and sometimes drive the RUP implementation for the project members. People in this tough position will get support from this book. Project members who are RUP practitioners, that is, those who will start work according to RUP (following the guidance of any RUP discipline). This book will give new RUP practitioners a positive attitude toward RUP, which will ease their adoption of it. Process and method engineers who will be involved when customizing RUP, selecting subsets of it, and integrating it with other processes and methods. RUP mentors, that is, people who will help practitioners get started with RUP by transferring knowledge during actual work. Quality assurance professionals who are deeply concerned with processes and their definitions as well as with making sure that work adheres to set standards and is improved if needed. What Is Not in This Book? This is not an introductory book to RUP. It does not even talk much about the content in RUP, with the exception of the real-life examples. We want to focus on the process of implementing RUP. If you need information about what is in RUP, we recommend the Rational Unified Process product itself: The Rational Unified Process, An Introduction, Third Edition, by Philippe Kruchten 2003, or The Rational Unified Process Made Easy: A Practitioner''s Guide to the RUPby Per Kroll and Philippe Kruchten 2003. Nor is this a book about organizational change in general. Such a book would probably include psychological theories and plenty of studies about human behavior during certain circumstances. We are self-taught and have no such academic background. We base our advice regarding how to proceed with the change of implementing a new process on our experiences only. What about the Process Engineering Process? This book could have been an introductory book to the Process Engineering Process (PEP) included in the RUP product, but it is not. Still, this book and PEP cover the same topic: how to adopt RUP in an organization for its software development projects. So what''s the difference between the two? A process, like RUP or PEP, extensively sorts out allthe roles, activities, and artifacts that should be involved when engineering software (RUP) or engineering a process (PEP). A book, like this one, may present and talk you through a sometimes overwhelming topic in pedagogical order to help create a deeper understanding, following the main thread. There are no contradictions in terms of "things that need to be done" when adopting RUP as described in this book and when using PEP. But note that PEP includes a lot of support for developing your own tailored process, apart from "just" implementing things from standard RUP, as this book emphasizes. Still, Chapter 9, "Deciding upon Your Process," discusses the issues of selecting from RUP and adding process information to RUP, and Chapter 10, "Documenting Your Process," presents the options available (including tools) when documenting these decisions. This book is not at all as detailed as PEP. Therefore, read more about PEPNif not before, then at least after you have read this book. And do remember the "soft" aspects of implementing a process. How This Book Is Organized This book has eleven chapters plus two appendixes, a glossary and a recommended reading section. The obvious choice for approaching this book is to read it chapter by chapter in order. This will tell you how to adopt RUP in an organization. However, the book does not haveto be read chapter by chapter. For example, you can start with Chapter 8, which will tell you how to adopt RUP in a single software development project. Cross-references will help you find other information related to what you read in particular chapters. We tried to write this book with a minimum of technical language, and we take a practical approach to the subject, basing all reasoning on our own experiences. Brief overviews of the chapters follow. Chapter 1, How to Adopt RUP in Your Organization, throws you directly into the core topic of the book. This chapter presents a flow of activities that will make the adoption of RUP easier.
First Chapter

Why Did We Write This Book?

Some things in life just seem to happen. Of course, writing a book needs to be planned in detail by the authors, but the starting point of the endeavor to write down our collective experience of helping customers implement the IBM Rational Unified Process (RUP) did not follow any schedule. Suddenly, after years of mentoring, preparing presentations, and writing papers and articles, it just felt like it was time to collect all that information in one placeNto make a baseline.

There are many books about RUP, and some of them bring up implementation matters. Also, there are many books about process improvements in general as well as change in general. However, this is the first book that focuses solely on RUP implementation, that is, how to put RUP into practice.

Put RUP to Use!

RUP gives the software development community a common language and a base for a common, more controlled way to develop software. By writing this book we want to help the reader have a better experience working with RUP by suggesting methods of how to adopt it in the best way.

RUP will not yield its intended benefits if not successfully implemented. Succeeding with a RUP implementation can be hard. Although RUP has been around for a while now, some people still struggle with the best way to put RUP into practice. This is a pity because RUP contains so many excellent things! A good working environment for software developers is more than a good chair, a fast computer, and an ergonomic keyboard. A good working environment also encompasses a decent process and appropriate tools. There is no reason that software developers always should work more or less ad hoc. RUP has the answer. Unfortunately, it can be difficult for software developers in general to realize the value of RUP if it is not adopted properly. The power of RUP lies in its implementation!

It Is All about People

As for all initiatives for making business processes in which people work more effective, implementing RUP in an organization is all about people. Still, it is easy to underestimate the effort required to change the ways people think about their work. Even if an organization decides that RUP shall be used for all software development, it is hard to enforce that decision. By sharing our best practices with you in this book, we hope that organizations that implement RUP in the future will give the "people issues" the attention they deserve, and then plan the implementation accordingly. It is our firm belief that organizations will benefit even more from RUP as a result.

We have a strong belief in mentorshipNin being fair and helping people to change. They need someone to show them how to do things the new way. People need someone to talk to. Before trying to adopt RUP on your own, use a RUP mentor to give you some hints and advice. This way, some common traps can be avoided, and you can use RUP efficiently from the start. A RUP implementation should not be based solely on a trial-and-error approach.

Who Will Benefit from This Book?

Who is responsible for the processes in an organization? Management? The project managers? The people working in the processes? We say that everyone is responsible. Of course, the formal responsibility will vary, but everyone just mentioned has a role in the processes and should feel responsible for their results. This book is intended for the following audiences:

Managers who will be in charge of implementing RUP in an organization and/or one or more software development projects.

  • Project managers who will both become RUP practitioners and are expected to support and sometimes drive the RUP implementation for the project members. People in this tough position will get support from this book.
  • Project members who are RUP practitioners, that is, those who will start work according to RUP (following the guidance of any RUP discipline). This book will give new RUP practitioners a positive attitude toward RUP, which will ease their adoption of it.
  • Process and method engineers who will be involved when customizing RUP, selecting subsets of it, and integrating it with other processes and methods.
  • RUP mentors, that is, people who will help practitioners get started with RUP by transferring knowledge during actual work.
  • Quality assurance professionals who are deeply concerned with processes and their definitions as well as with making sure that work adheres to set standards and is improved if needed.

What Is Not in This Book?

This is not an introductory book to RUP. It does not even talk much about the content in RUP, with the exception of the real-life examples. We want to focus on the process of implementing RUP. If you need information about what is in RUP, we recommend the Rational Unified Process product itself:The Rational Unified Process, An Introduction, Third Edition, by Philippe Kruchten 2003, orThe Rational Unified Process Made Easy: A Practitioner's Guide to the RUPby Per Kroll and Philippe Kruchten 2003.

Nor is this a book about organizational change in general. Such a book would probably include psychological theories and plenty of studies about human behavior during certain circumstances. We are self-taught and have no such academic background. We base our advice regarding how to proceed with the change of implementing a new process on our experiences only.

What about the Process Engineering Process?

This book could have been an introductory book to the Process Engineering Process (PEP) included in the RUP product, but it is not. Still, this book and PEP cover the same topic: how to adopt RUP in an organization for its software development projects. So what's the difference between the two? A process, like RUP or PEP, extensively sorts outallthe roles, activities, and artifacts that should be involved when engineering software (RUP) or engineering a process (PEP). A book, like this one, may present and talk you through a sometimes overwhelming topic in pedagogical order to help create a deeper understanding, following the main thread.

There are no contradictions in terms of "things that need to be done" when adopting RUP as described in this book and when using PEP. But note that PEP includes a lot of support fordeveloping your own tailored process, apart from "just" implementing things from standard RUP, as this book emphasizes. Still, Chapter 9, "Deciding upon Your Process," discusses the issues of selecting from RUP and adding process information to RUP, and Chapter 10, "Documenting Your Process," presents the options available (including tools) when documenting these decisions. This book is not at all as detailed as PEP. Therefore, read more about PEPNif not before, then at least after you have read this book. And do remember the "soft" aspects of implementing a process.

How This Book Is Organized

This book has eleven chapters plus two appendixes, a glossary and a recommended reading section. The obvious choice for approaching this book is to read it chapter by chapter in order. This will tell you how to adopt RUP in an organization. However, the book does nothaveto be read chapter by chapter. For example, you can start with Chapter 8, which will tell you how to adopt RUP in a single software development project. Cross-references will help you find other information related to what you read in particular chapters. We tried to write this book with a minimum of technical language, and we take a practical approach to the subject, basing all reasoning on our own experiences. Brief overviews of the chapters follow.

Chapter 1, How to Adopt RUP in Your Organization, throws you directly into the core topic of the book. This chapter presents a flow of activities that will make the adoption of RUP easier. This flow will also serve as a navigation tool for the rest of the book, where all activities will be revisited.

Chapter 2, The First Meeting with RUP, gives you a warm-up to the rest of the book through our simple explanation of what RUP is. If you are a practitioner, read this chapter in order to get a good understanding of RUP and an appropriate mind-set. If you are a RUP mentor, read this chapter to see how you can explain RUP to others.

Chapter 3, What Is a RUP Project?, delves into perhaps the most common question when it comes to usage of RUP. We give it an answer.

Chapter 4, Assessing Your Organization, explores how to find out how the organization develops software today as well as what is important to the organization when doing so.

Chapter 5, Motivating the RUP Adoption, discusses the need to motivate the adoption of RUP from an economical aspect as well as the need to motivate the receivers of the new process, that is, the employees in your organization.

Chapter 6, Planning the RUP Adoption, describes the concepts of setting goals, identifying risks and opportunities, and understanding the importance of communicationNand, of course, how to plan for the RUP adoption.

Chapter 7, Obtaining Support from the Organization, gives advice on how an implementation team on the organizational level can support the adoption of RUP in the development projects.

Chapter 8, How to Adopt RUP in Your Project, takes the project view of the adoption. This chapter is also a good starting point for small-scale adoption, where all the process-related work will take place in one or a few development projects.

Chapter 9, Deciding upon Your Process, discusses the topic of RUP tailoring and customization.

Chapter 10, Documenting Your Process, explains how you can physically document (through print publications, Web sites, and so on) the process you have built. The stages that a process documentation undergoes during an implementation are presented.

Chapter 11, A Guide to Successful Mentoring, stems from our firm belief that a process implementation will be faster and more successful when supported by experienced mentors. This chapter describes how such mentorship should be performed.

Appendix A, Experiences from Actual Implementations, provides real-life examples of RUP implementations. Generously, two companies have shared their experiences. In this appendix we summarize their views.

Appendix B, Adding Another Project Management Method to RUP, expands on some details from Chapter 9. Two companies have generously let us show how theyNpartlyNalign their project management method with RUP's project management discipline.

Glossarycontains a few terms from the RUP terminology and other items that need to be defined for clear understanding.



Reviews
This item was reviewed in:
SciTech Book News, March 2004
To find out how to look for other reviews, please see our guides to finding book reviews in the Sciences or Social Sciences and Humanities.
Summaries
Main Description
bull; bull;Helps organizations tackle the complexity of implementation and begin seeing immediate return on their significant RUP investment bull;Another in a successful line of books from authors at Rational/IBM, and the latest in the acclaimed Object Technology Series bull;Significant co-marketing opportunities with Rational/IBM
Main Description
bull; Helps organizations tackle the complexity of implementation and begin seeing immediate return on their significant RUP investment bull; Another in a successful line of books from authors at Rational/IBM, and the latest in the acclaimed Object Technology Series bull; Significant co-marketing opportunities with Rational/IBM
Main Description
- Helps organizations tackle the complexity of implementation and begin seeing immediate return on their significant RUP investment - Another in a successful line of books from authors at Rational/IBM, and the latest in the acclaimed Object Technology Series - Significant co-marketing opportunities with Rational/IBM
Unpaid Annotation
Praise for "Adopting the Rational Unified Process"Stefan Bergstrom and Lotta Raberg take you through what may be your most crucial step in using the Rational Unified Process: a successful adoption process. From assessment of your current capability to the details of RUP implementation, this book takes you by the hand, and guides you. It is all backed by their considerable practical experience helping major industrial companies in Europe implement RUP." --PHILIPPE KRUCHTEN, IBM Rational Software"This book provides a unique perspective on how to successfully introduce lasting improvements into any software development organization. It provides practical guidance into how to conduct a process improvement effort using the Rational Unified Process, written by people who have many years of experience helping customers to be successful with RUP. This book is an essential addition to the bookshelf of anyone adopting RUP, or undertaking any software engineering process improvement effort." --KURT BITTNER,, Worldwide Communities of Practice Architect, IBM Rational Software Co-author of "Use Case Modeling, Addison-Wesley, 2003 "Adopting the Rational Unified Process offers real-world advice from those who have been there, implementing RUP in enterprises and organizations. The authors speak from a deep, practical knowledge and honestly share both their successes and mistakes. Following the guidance in this book could save you months or years of costly trial-and-error when implementing RUP." --BARCLAY BROWN, Renaissance Research Corp."Change is inevitable in the sometimes bleeding edge of software development; so where we can borrow best practices from other provendisciplines such as Business Change Management, we should do so with both hands. The authors practically demonstrate how to leverage these sensible practices when implementing the Rational Unified Process. If you are responsi
Long Description
This book describes precisely what needs to be accomplished in order to successfully implement the Rational Unified Process as a new process within an organization. All aspects of the process implementation are covered. The reader will find a management-perspective description of the RUP, and details on the effects that the RUP has on projects. In exploring an actual implementation, the authors present a definition of goals and metrics, advice on selecting strategies, and steps toward the development of an implementation plan. A discussion of implementation best practices and proven strategies is included. The book ends with descriptions from actual implementations, and a comparison of the content of the book with what can be found regarding this subject in the RUP itself. All of the above is based on the authors experience helping companies implement the RUP. Volvo was the authors' most recent engagement, and they use this project as their example throughout the book.
Bowker Data Service Summary
Guidance, advice and a real-life case study teach the reader how to successfully implement the Rational Unified Process (RUP).
Back Cover Copy
Praise for Adopting the Rational Unified Process"Stefan Bergstrom and Lotta R'berg take you through what may be your most crucial step in using the Rational Unified Process: a successful adoption process. From assessment of your current capability to the details of RUP implementation, this book takes you by the hand, and guides you. It is all backed by their considerable practical experience helping major industrial companies in Europe implement RUP." -PHILIPPE KRUCHTEN, IBM Rational Software"This book provides a unique perspective on how to successfully introduce lasting improvements into any software development organization. It provides practical guidance into how to conduct a process improvement effort using the Rational Unified Process, written by people who have many years of experience helping customers to be successful with RUP. This book is an essential addition to the bookshelf of anyone adopting RUP, or undertaking any software engineering process improvement effort." -KURT BITTNER, Worldwide Communities of Practice Architect, IBM Rational Software Co-author of Use Case Modeling, Addison-Wesley, 2003 "Adopting the Rational Unified Process offers real-world advice from those who have been there, implementing RUP in enterprises and organizations. The authors speak from a deep, practical knowledge and honestly share both their successes and mistakes. Following the guidance in this book could save you months or years of costly trial-and-error when implementing RUP." -BARCLAY BROWN, Renaissance Research Corp."Change is inevitable in the sometimes bleeding edge of software development; so where we can borrow best practices from other proven disciplines such as Business Change Management, we should do so with both hands. The authors practically demonstrate how to leverage these sensible practices when implementing the Rational Unified Process. If you are responsible for implementing RUP in your organization and can only buy one book, make it this one." -TONY GROUT, CEO, FMI SolutionsThis book teaches you how to implement the Rational Unified Process (RUP) so that you reap immediate returns on your investment in process improvement. With the help of this book's practical advice and real-world case studies, software practitioners will learn how to initiate and maintain the changes needed for an organization to successfully adopt RUP as a new process. Adopting the Rational Unified Process picks up where Per Kroll and Philippe Krutchen's The Rational Unified Process Made Easy (Addison-Wesley, 2003) leaves off. By taking a guided tour of the activities needed during the process implementation, you'll learn the goals and measurements for adoption, how to select an implementation strategy, and the key points of an implementation plan. You'll also gain insight into management's perspective on RUP and learn how to best make a business case for adopting the process. In addition to sharing best practices and proven strategies, the authors connect their experience with the content in RUP. Key topic coverage includes: Accessing your organization's current situation Setting implementation goals and identifying ri
Back Cover Copy
Praise forAdopting the Rational Unified Process "Stefan Bergstrom and Lotta Raberg take you through what may be your most crucial step in using the Rational Unified Process: a successful adoption process. From assessment of your current capability to the details of RUP implementation, this book takes you by the hand, and guides you. It is all backed by their considerable practical experience helping major industrial companies in Europe implement RUP." PHILIPPE KRUCHTEN, IBM Rational Software"This book provides a unique perspective on how to successfully introduce lasting improvements into any software development organization. It provides practical guidance into how to conduct a process improvement effort using the Rational Unified Process, written by people who have many years of experience helping customers to be successful with RUP. This book is an essential addition to the bookshelf of anyone adopting RUP, or undertaking any software engineering process improvement effort." KURT BITTNER, Worldwide Communities of Practice Architect, IBM Rational Software Co-author ofUse Case Modeling, Addison-Wesley, 2003 "Adopting the Rational Unified Process offers real-world advice from those who have been there, implementing RUP in enterprises and organizations. The authors speak from a deep, practical knowledge and honestly share both their successes and mistakes. Following the guidance in this book could save you months or years of costly trial-and-error when implementing RUP." BARCLAY BROWN, Renaissance Research Corp."Change is inevitable in the sometimes bleeding edge of software development; so where we can borrow best practices from other proven disciplines such as Business Change Management, we should do so with both hands. The authors practically demonstrate how to leverage these sensible practices when implementing the Rational Unified Process. If you are responsible for implementing RUP in your organization and can only buy one book, make it this one." TONY GROUT, CEO, FMI SolutionsThis book teaches you how to implement the Rational Unified Process (RUP) so that you reap immediate returns on your investment in process improvement. With the help of this book's practical advice and real-world case studies, software practitioners will learn how to initiate and maintain the changes needed for an organization to successfully adopt RUP as a new process. Adopting the Rational Unified Processpicks up where Per Kroll and Philippe Krutchen'sThe Rational Unified Process Made Easy(Addison-Wesley, 2003) leaves off. By taking a guided tour of the activities needed during the process implementation, you'll learn the goals and measurements for adoption, how to select an implementation strategy
Back Cover Copy
Praise forAdopting the Rational Unified Process"Stefan Bergstrom and Lotta Raberg take you through what may be your most crucial step in using the Rational Unified Process: a successful adoption process. From assessment of your current capability to the details of RUP implementation, this book takes you by the hand, and guides you. It is all backed by their considerable practical experience helping major industrial companies in Europe implement RUP." PHILIPPE KRUCHTEN, IBM Rational Software"This book provides a unique perspective on how to successfully introduce lasting improvements into any software development organization. It provides practical guidance into how to conduct a process improvement effort using the Rational Unified Process, written by people who have many years of experience helping customers to be successful with RUP. This book is an essential addition to the bookshelf of anyone adopting RUP, or undertaking any software engineering process improvement effort." KURT BITTNER, Worldwide Communities of Practice Architect, IBM Rational Software Co-author ofUse Case Modeling, Addison-Wesley, 2003"Adopting the Rational Unified Process offers real-world advice from those who have been there, implementing RUP in enterprises and organizations. The authors speak from a deep, practical knowledge and honestly share both their successes and mistakes. Following the guidance in this book could save you months or years of costly trial-and-error when implementing RUP." BARCLAY BROWN, Renaissance Research Corp."Change is inevitable in the sometimes bleeding edge of software development; so where we can borrow best practices from other proven disciplines such as Business Change Management, we should do so with both hands. The authors practically demonstrate how to leverage these sensible practices when implementing the Rational Unified Process. If you are responsible for implementing RUP in your organization and can only buy one book, make it this one." TONY GROUT, CEO, FMI SolutionsThis book teaches you how to implement the Rational Unified Process (RUP) so that you reap immediate returns on your investment in process improvement. With the help of this book's practical advice and real-world case studies, software practitioners will learn how to initiate and maintain the changes needed for an organization to successfully adopt RUP as a new process.Adopting the Rational Unified Processpicks up where Per Kroll and Philippe Krutchen'sThe Rational Unified Process Made Easy(Addison-Wesley, 2003) leaves off. By taking a guided tour of the activities needed during the process implementation, you'll learn the goals and measurements for adoption, how to select an implementation strateg
Back Cover Copy
Praise for Adopting the Rational Unified Process "Stefan Bergström and Lotta Ryberg take you through what may be your most crucial step in using the Rational Unified Process: a successful adoption process. From assessment of your current capability to the details of RUP implementation, this book takes you by the hand, and guides you. It is all backed by their considerable practical experience helping major industrial companies in Europe implement RUP." PHILIPPE KRUCHTEN, IBM Rational Software "This book provides a unique perspective on how to successfully introduce lasting improvements into any software development organization. It provides practical guidance into how to conduct a process improvement effort using the Rational Unified Process, written by people who have many years of experience helping customers to be successful with RUP. This book is an essential addition to the bookshelf of anyone adopting RUP, or undertaking any software engineering process improvement effort." KURT BITTNER, Worldwide Communities of Practice Architect, IBM Rational Software Co-author of Use Case Modeling, Addison-Wesley, 2003 "Adopting the Rational Unified Process offers real-world advice from those who have been there, implementing RUP in enterprises and organizations. the authors speak from a deep, practical knowledge and honestly share both their successes and mistakes. Following the guidance in this book could save you months or years of costly trial-and-error when implementing RUP." BARCLAY BROWN, Renaissance Research Corp. "Change is inevitable in the sometimes bleeding edge of software development; so where we can borrow best practices from other proven disciplines such as Business Change Management, we should do so with both hands. the authors practically demonstrate how to leverage these sensible practices when implementing the Rational Unified Process. If you are responsible for implementing RUP in your organization and can only buy one book, make it this one." TONY GROUT, CEO, FMI Solutions This book teaches you how to implement the Rational Unified Process (RUP) so that you reap immediate returns on your investment in process improvement. With the help of this book's practical advice and real-world case studies, software practitioners will learn how to initiate and maintain the changes needed for an organization to successfully adopt RUP as a new process. Adopting the Rational Unified Process picks up where Per Kroll and Philippe Krutchen's The Rational Unified Process Made Easy (Addison-Wesley, 2003) leaves off. By taking a guided tour of the activities needed during the process implementation, you'll learn the goals and measurements for adoption, how to select an implementation strategy, and the key points of an implementation plan. You'll also gain insight into management's perspective on RUP and learn how to best make a business case for adopting the process. In addition to sharing best practices and proven strategies, the authors connect their experience with the content in RUP. Key topic coverage includes: Accessing your organization's current situation Setting implementation goals and identifying risks and opportunities Compiling an implementation plan, communicating the plan, and establishing the pilot projects Supporting projects with mentoring Avoiding the seven sins of a RUP project, from "planning to death" to "failing to move the product to maintenance" Tailoring the process to fit your organization's needs, including selecting from RUP, adding process information, and changing RUP Documenting your process: tools and tips
Back Cover Copy
Praise for Adopting the Rational Unified Process Stefan Bergstr"m and Lotta RIberg take you through what may be your most crucial step in using the Rational Unified Process: a successful adoption process. From assessment of your current capability to the details of RUP implementation, this book takes you by the hand, and guides you. It is all backed by their considerable practical experience helping major industrial companies in Europe implement RUP. PHILIPPE KRUCHTEN, IBM Rational SoftwareThis book provides a unique perspective on how to successfully introduce lasting improvements into any software development organization. It provides practical guidance into how to conduct a process improvement effort using the Rational Unified Process, written by people who have many years of experience helping customers to be successful with RUP. This book is an essential addition to the bookshelf of anyone adopting RUP, or undertaking any software engineering process improvement effort. KURT BITTNER, Worldwide Communities of Practice Architect, IBM Rational Software Co-author of Use Case Modeling, Addison-Wesley, 2003 Adopting the Rational Unified Process offers real-world advice from those who have been there, implementing RUP in enterprises and organizations. The authors speak from a deep, practical knowledge and honestly share both their successes and mistakes. Following the guidance in this book could save you months or years of costly trial-and-error when implementing RUP. BARCLAY BROWN, Renaissance Research Corp.Change is inevitable in the sometimes bleeding edge of software development; so where we can borrow best practices from other proven disciplines such as Business Change Management, we should do so with both hands. The authors practically demonstrate how to leverage these sensible practices when implementing the Rational Unified Process. If you are responsible for implementing RUP in your organization and can only buy one book, make it this one. TONY GROUT, CEO, FMI SolutionsThis book teaches you how to implement the Rational Unified Process (RUP) so that you reap immediate returns on your investment in process improvement. With the help of this book's practical advice and real-world case studies, software practitioners will learn how to initiate and maintain the changes needed for an organization to successfully adopt RUP as a new process. Adopting the Rational Unified Process picks up where Per Kroll and Philippe Krutchen's The Rational Unified Process Made Easy (Addison-Wesley, 2003) leaves off. By taking a guided tour of the activities needed during the process implementation, you'll learn the goals and measurements for adoption, how to select an implementation strategy, and the key points of an implementation plan. You'll also gain insight into management's perspective on RUP and learn how to best make a business case for adopting the process. In addition to sharing best practices and proven strategies, the authors connect their experience with the content in RUP. Key topic coverage includes: Accessing your organization's current situation Setting implementation goals and identifying risks and opportunities Compiling an implementation plan, communicating the plan, and establishing the pilot projects Supporting projects with mentoring Avoiding the seven sins of a RUP project, from "planning to death" to "failing to move the product to maintenance" Tailoring the process to fit your organization's needs, including selecting from RUP, adding process information, and changing RUP Documenting your process: tools and tips
Back Cover Copy
Praise for Adopting the Rational Unified Process "Stefan Bergström and Lotta Råberg take you through what may be your most crucial step in using the Rational Unified Process: a successful adoption process. From assessment of your current capability to the details of RUP implementation, this book takes you by the hand, and guides you. It is all backed by their considerable practical experience helping major industrial companies in Europe implement RUP." PHILIPPE KRUCHTEN, IBM Rational Software "This book provides a unique perspective on how to successfully introduce lasting improvements into any software development organization. It provides practical guidance into how to conduct a process improvement effort using the Rational Unified Process, written by people who have many years of experience helping customers to be successful with RUP. This book is an essential addition to the bookshelf of anyone adopting RUP, or undertaking any software engineering process improvement effort." KURT BITTNER, Worldwide Communities of Practice Architect, IBM Rational Software Co-author of Use Case Modeling, Addison-Wesley, 2003 "Adopting the Rational Unified Process offers real-world advice from those who have been there, implementing RUP in enterprises and organizations. The authors speak from a deep, practical knowledge and honestly share both their successes and mistakes. Following the guidance in this book could save you months or years of costly trial-and-error when implementing RUP." BARCLAY BROWN, Renaissance Research Corp. "Change is inevitable in the sometimes bleeding edge of software development; so where we can borrow best practices from other proven disciplines such as Business Change Management, we should do so with both hands. The authors practically demonstrate how to leverage these sensible practices when implementing the Rational Unified Process. If you are responsible for implementing RUP in your organization and can only buy one book, make it this one." TONY GROUT, CEO, FMI Solutions This book teaches you how to implement the Rational Unified Process (RUP) so that you reap immediate returns on your investment in process improvement. With the help of this book''s practical advice and real-world case studies, software practitioners will learn how to initiate and maintain the changes needed for an organization to successfully adopt RUP as a new process. Adopting the Rational Unified Processpicks up where Per Kroll and Philippe Krutchen''s The Rational Unified Process Made Easy(Addison-Wesley, 2003) leaves off. By taking a guided tour of the activities needed during the process implementation, you''ll learn the goals and measurements for adoption, how to select an implementation strategy, and the key points of an implementation plan. You''ll also gain insight into management''s perspective on RUP and learn how to best make a business case for adopting the process. In addition to sharing best practices and proven strategies, the authors connect their experience with the content in RUP. Key topic coverage includes: Accessing your organization''s current situation Setting implementation goals and identifying risks and opportunities Compiling an implementation plan, communicating the plan, and establishing the pilot projects Supporting projects with mentoring Avoiding the seven sins of a RUP project, from "planning to death" to "failing to move the product to maintenance" Tailoring the process to fit your organization''s needs, including selecting from RUP, adding process information, and changing RUP Documenting your process: tools and tips
Back Cover Copy
Praise for Adopting the Rational Unified Process"Stefan Bergström and Lotta Råberg take you through what may be your most crucial step in using the Rational Unified Process: a successful adoption process. From assessment of your current capability to the details of RUP implementation, this book takes you by the hand, and guides you. It is all backed by their considerable practical experience helping major industrial companies in Europe implement RUP." -PHILIPPE KRUCHTEN,IBM Rational Software"This book provides a unique perspective on how to successfully introduce lasting improvements into any software development organization. It provides practical guidance into how to conduct a process improvement effort using the Rational Unified Process, written by people who have many years of experience helping customers to be successful with RUP. This book is an essential addition to the bookshelf of anyone adopting RUP, or undertaking any software engineering process improvement effort." -KURT BITTNER,Worldwide Communities of Practice Architect, IBM Rational SoftwareCo-author of Use Case Modeling, Addison-Wesley, 2003"Adopting the Rational Unified Process offers real-world advice from those who have been there, implementing RUP in enterprises and organizations. The authors speak from a deep, practical knowledge and honestly share both their successes and mistakes. Following the guidance in this book could save you months or years of costly trial-and-error when implementing RUP." -BARCLAY BROWN,Renaissance Research Corp."Change is inevitable in the sometimes bleeding edge of software development; so where we can borrow best practices from other proven disciplines such as Business Change Management, we should do so with both hands. The authors practically demonstrate how to leverage these sensible practices when implementing the Rational Unified Process. If you are responsible for implementing RUP in your organization and can only buy one book, make it this one." -TONY GROUT,CEO, FMI SolutionsThis book teaches you how to implement the Rational Unified Process (RUP) so that you reap immediate returns on your investment in process improvement. With the help of this book's practical advice and real-world case studies, software practitioners will learn how to initiate and maintain the changes needed for an organization to successfully adopt RUP as a new process. Adopting the Rational Unified Process picks up where Per Kroll and Philippe Krutchen's The Rational Unified Process Made Easy (Addison-Wesley, 2003) leaves off. By taking a guided tour of the activities needed during the process implementation, you'll learn the goals and measurements for adoption, how to select an implementation strategy, and the key points of an implementation plan. You'll also gain insight into management's perspective on RUP and learn how to best make a business case for adopting the process. In addition to sharing best practices and proven strategies, the authors connect their experience with the content in RUP.Key topic coverage includes:--Accessing your organization's current situation-Setting implementation goals and identifying risks and opportunities-Compiling an implementation plan, communicating the plan, and establishing the pilot projects-Supporting projects with mentoring-Avoiding the seven sins of a RUP project, from "planning to death" to "failing to move the product to maintenance"-Tailoring the process to fit your organization's needs, including selecting from RUP, adding process information, and changing RUP-Documenting your process: tools and tips
Table of Contents
Prefacep. xv
About the Authorsp. xxiii
How to Adopt RUP in Your Organizationp. 1
Before the Implementationp. 4
Create Awareness of RUPp. 4
Assess the Current Situationp. 5
Motivate with a Business Casep. 6
Set Adoption Goals, Identify Risks and Opportunitiesp. 6
Make a High-Level Adoption Plan and Develop a Communication Planp. 7
Identify Software Development Projects to Support (Pilot Projects)p. 7
During the Implementationp. 8
Make a Detailed Plan for the Implementation Effortp. 8
Support Projects with Mentoring (Among Other Things)p. 9
Software Projects Adopt Particular RUP Subsetsp. 11
Decide upon Your Process and Document Itp. 11
Adapt to the Unexpected (Handle Risks, Opportunities, and Goals)p. 12
Evaluate the Implementation Effortp. 13
After the Implementationp. 13
When Is the Implementation Done?p. 14
Perform Ongoing Process Improvementsp. 16
Conclusionp. 18
The First Meeting with RUPp. 19
Packaged Common Sensep. 22
Presented through a Productp. 23
What Is the RUP Product?p. 24
The Structure of RUPp. 25
Knowledge Basep. 28
Common Languagep. 30
Examples of the New Languagep. 30
A Way to Help Project Teams Develop Products More Efficientlyp. 33
Conclusionp. 34
What Is a RUP Project?p. 35
Essential Concepts in RUPp. 36
RUP Is Iterativep. 36
Planning in RUP Is Driven by Risksp. 38
RUP Is Architecture Centricp. 39
RUP Is Driven by Use Casesp. 39
The Spirit of RUPp. 41
RUP Project Team Members Share Their Wisdomp. 42
The Seven Sins of a RUP Projectp. 42
Planning to Deathp. 43
Detailing Too Muchp. 44
Skipping Problem Analysisp. 44
Letting End Dates of Iterations Slipp. 44
Starting Construction before Fulfilling the Exit Criteria of Elaborationp. 45
Testing Only at the End of the Projectp. 46
Failing to Move the Product to Maintenancep. 46
Conclusionp. 47
Assessing Your Organizationp. 49
Who Wants the Assessment and Why?p. 50
Kicking Off the Assessmentp. 51
How to Assessp. 53
Interviewing Peoplep. 53
Reading Process Documentationp. 55
Comparing with Other Organizationsp. 55
What to Assessp. 55
Peoplep. 56
The Organizationp. 57
Types of Products and Projectsp. 58
Supporting Toolsp. 60
The Current Processp. 61
The Current Process Descriptionp. 65
Compiling the Materialp. 66
Identifying Problemsp. 66
Drawing Conclusionsp. 66
Formulating Recommendationsp. 66
The Assessment Reportp. 67
Presentation of the Findingsp. 69
Conclusionp. 69
Motivating the RUP Adoptionp. 71
Motivating the Decision to Adopt RUPp. 72
Reducing the Productivity Dipp. 73
Increasing the Improvementp. 74
Comparing the Initial Investment and the Dip with the Improvementp. 75
Other Aspects to Cover in a Business Casep. 77
Motivating the Peoplep. 78
Reactions to Changep. 78
Keep Moving between the Four Rooms of Changep. 81
Following Up the Business Case and People's Attitudesp. 82
Examples of Goals and Measurementsp. 86
Conclusionp. 86
Planning the RUP Adoptionp. 87
Creating the Implementation Teamp. 89
Setting Adoption Goalsp. 90
Identifying Risks and Opportunitiesp. 92
Making a High-Level RUP Adoption Planp. 94
What Should the RUP Adoption Plan Cover?p. 95
Why Use a Documented Formal Plan?p. 98
On What Level Should Planning Occur?p. 100
Who Owns the Plan?p. 101
Developing a Communication Planp. 102
Identifying Software Development Projects to Supportp. 104
Choosing a Strategy for the RUP Adoptionp. 105
Wide and Shallow or Narrow and Deep?p. 105
Just One Project at a Time or the Whole Organization at Once?p. 108
How Much Time?p. 111
Conclusionp. 112
Obtaining Support from the Organizationp. 113
The Implementation Team and Projectp. 114
Supporting Projects When Adopting a RUP Subsetp. 115
Harvesting Experiences and Updating the Organization's RUP Adaptationp. 116
Documenting Your Project Implementation Planp. 118
Stand By for Changesp. 120
Communicating with People in the Organizationp. 120
Building Competence Among the Employeesp. 121
Training Sessionsp. 121
Workshopsp. 123
Performing Reviewsp. 124
Artifact Reviewsp. 124
Milestone Reviewsp. 124
Performing Mentoringp. 125
Training the Mentorsp. 125
Conclusionp. 126
How to Adopt RUP in Your Projectp. 127
Assessing Your Projectp. 129
Is RUP a Good Idea?p. 129
What Are the Characteristics of the Project?p. 131
How Do the Project Members Usually Develop Software?p. 131
Documenting the Project Assessmentp. 131
Selecting from RUP and Planning the Implementationp. 132
Deciding upon and Documenting Your Process, Part 1p. 133
Planning the Process Supportp. 134
Documenting the Process Supportp. 134
Running Your Project and Getting Support on RUPp. 135
Getting Support Down to the Activity Lists in the Project's Iteration Plansp. 136
Deciding upon and Documenting Your Process, Part 2p. 136
Sharing Your Experiencesp. 139
What Will Happen after the Project?p. 140
Conclusionp. 140
Deciding upon Your Processp. 141
Selecting Parts of RUPp. 144
Disciplinesp. 146
Artifactsp. 147
Activitiesp. 148
Toolsp. 149
Best Practicesp. 149
Going beyond the RUP Base: RUP Plug-Insp. 151
How RUP Builder Can Help You Select a Subsetp. 151
Other Ways to Get Help for the Selection Processp. 153
Things to Not Excludep. 155
Adding Process Informationp. 156
Adding Guidelines and Examplesp. 157
Adding Disciplines, Roles, Activities, and Artifactsp. 157
Adding a Project Management Methodp. 157
Changing RUPp. 158
Changing Activitiesp. 159
Changing Templatesp. 160
Changing the Lifecyclep. 160
How Can a Mentor Help You Decide upon Your Process?p. 162
Conclusionp. 163
Documenting Your Processp. 165
Documentation Toolsp. 167
Word Processorp. 167
HTML Editorp. 167
RUP Builderp. 168
MyRUPp. 169
RUP Organizerp. 169
RUP Modelerp. 170
What the RUP Practitioner Will See (Documentation Results)p. 171
Development Process, Development Case, and Iteration Plansp. 171
Guidelines and Checklists--Easy and Valuablep. 174
Templates and Examples--People Love Themp. 175
Roadmaps and Process Views--Help People Find Their Wayp. 175
Building Your Process Documentation in Stagesp. 176
Stage 0: The Development Process Before the Adoption Startsp. 177
Stage 1: The Development Case for the First Projectp. 177
Stage 2: The First Draft of the Organizational Development Processp. 178
Stage 3: The Next Project Using the Organizational Development Processp. 180
How Can a Mentor Help You Document Your Process?p. 180
Conclusionp. 182
A Guide to Successful Mentoringp. 183
Knowledge Transferp. 184
How Is Knowledge Created?p. 186
What Knowledge Is Needed?p. 190
What Does a Good Mentor Do?p. 192
Walk Around and Be Presentp. 193
Encourage Peoplep. 194
Never Criticizep. 194
Practice What You Preachp. 196
Be Prepared to Conduct a Workshopp. 197
Know Your RUPp. 197
Know Your Limitsp. 197
Worry, but Be Happyp. 198
Keep Up the Speedp. 198
Let People Make Mistakesp. 199
Typical RUP Adopter Personalitiesp. 199
The Long-Time Employeep. 200
The Architectural Gurup. 200
The Code Lover or Hackerp. 201
The Test Personp. 201
The Process Lover or Enthusiastp. 201
A Mentor Should Become Redundantp. 202
Conclusionp. 203
Experiences from Actual Implementationsp. 205
Volvo Information Technologyp. 205
Backgroundp. 206
Timing/Effortp. 207
Long-Term Goalsp. 208
Configurationp. 208
Strategyp. 208
Methods for Measuring Successp. 210
Challenges, Traps, and What Could Have Been Done Betterp. 211
Biggest Achievementsp. 211
Continuationp. 212
Covansys Corporationp. 212
Backgroundp. 212
Timing/Effortp. 213
Long-Term Goalsp. 214
Configurationp. 214
Strategyp. 215
Create, Maintain, and Enhance Internal Reusable RUP Assetsp. 215
Methods for Measuring Successp. 217
Challenges, Traps, and What Could Have Been Done Betterp. 217
Biggest Achievementsp. 219
Continuationp. 219
Adding Another Project Management Method to RUPp. 221
PROPSp. 222
PPSp. 225
Glossaryp. 229
Recommended Readingp. 235
Indexp. 237
Table of Contents provided by Rittenhouse. All Rights Reserved.

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