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Adopting the Rational Unified Process: Success with the Rupby Stefan Bergstrvm
Synopses & Reviews
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 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:
Book News Annotation:
Written for managers familiar with the rational unified process (RUP), this book outlines strategies for preparing an organization to integrate RUP principles into their software development process and for selecting which parts of the RUP to use on a specific project. The authors offer advice on assessing current software practices, motivating employees to accept RUP, writing an adoption plan, obtaining support from the organization, and mentoring team members.
Annotation ©2004 Book News, Inc., Portland, OR (booknews.com)
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.
About the Author
Since 1998, Stefan Bergström has served as a Rational Software mentor and instructor, helping the company's clients in Sweden implement the Rational Unified Process (RUP). Formerly, he worked as a project and process manager at Ericsson Telecommunications.
An employee of Rational Software since 1995, Lotta Råberg is a software developer specializing in object-oriented analysis and design. She has helped a number of the company's clients successfully implement the Rational Unified Process (RUP).
Table of Contents
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.
2. The First Meeting with RUP.
Packaged Common Sense.
Presented through a Product.
What Is the RUP Product?
The Structure of RUP.
Examples of the New Language.
A Way to Help Project Teams Develop Products More Efficiently.
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.
4. Assessing Your Organization.
Who Wants the Assessment and Why?
Kicking Off the Assessment.
How to Assess.
Reading Process Documentation.
Comparing with Other Organizations.
What to Assess.
Types of Products and Projects.
The Current Process.
The Current Process Description.
Compiling the Material.
The Assessment Report.
Presentation of the Findings.
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.
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?
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 the Mentors.
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?
9. Deciding upon Your Process.
Selecting Parts of RUP.
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 the Lifecycle.
How Can a Mentor Help You Decide upon Your Process?
10. Documenting Your Process.
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?
11. A Guide to Successful Mentoring.
How Is Knowledge Created?
What Knowledge Is Needed?
What Does a Good Mentor Do?
Walk Around and Be Present.
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.
Appendix A. Experiences from Actual Implementations.
Volvo Information Technology.
Methods for Measuring Success.
Challenges, Traps, and What Could Have Been Done Better.
Create, Maintain, and Enhance Internal Reusable RUP Assets.
Methods for Measuring Success.
Challenges, Traps, and What Could Have Been Done Better.
Appendix B. Adding Another Project Management Method to RUP.
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