1	Strategies for implementing RUP on different classes of project by Charles Edwards
2	What’s the talk about? Background Software development evolution Issues affecting strategy for Process Improvement 1.Admitting problems exist in development 2.Explore project classes 3.Explore compliance frameworks 4.Explore process methodology frameworks 5.Explore Tools briefly Completing the Jigsaw Suggest strategic approaches
3	Background Been developing software since 1979. Rare breed who actually studied Computer Science at University! Ran a consultancy in South Africa Mainly small projects for 13 years – intro modelling Medium projects 3 years – intro to Business Engineering Moved to London Large projects for last 4 years The state of the first large project got me looking at RUP Been involved in implementing RUP since then
4	Evolution of software development
5	Issues affecting strategy Understand the evolving Compliance & Methodology framework quagmire Process improvement (PI) level endeavour Organisation Program Project Poor general awareness of PI Budget restrictions on PI Team size and formality on projects Type and complexity of software under construction This & more impacts the strategy you follow in PI
6	1. Admitting to problems Many IT departments.. appear unaware there are better ways of working Accept problems exist but are clueless as to how to approach solving them First admit there is a problem to solve…. Admitting problems exist is seen as “weakness” People specialise so few see the big picture Scott Ambler says: “A good developer knows that there is more to development than programming.” “A great developer knows that there is more to development than development.”
7	2. Project classes Lets look at project classes: People Project Product Process Ergonomics
8	2. Project classes People Team Size Existing or new teams Growth rate of team Internal or external people on team Makeup: Contractors, consultants, permanent Motivation Can a champion / sponsor be identified? Level of experience per person / overall?
9	2. Project classes Project Project Budget Project Time-span Management buy-in / commitment to change Project Requirements rate of change Project Technical learning curve Project Business learning curve
10	2. Project classes Product in question Commercial off the shelf packages (COTS) Bespoke development Enhancing/extending/retiring existing systems In-house use or for re-sale Combinations of these Scale and complexity
11	2. Project classes Process of team in question Process awareness Previous experience implementing methods Existing process Level of process maturity Imposed legal or marketing standards Goals on the team for process improvement Existing process problem areas
12	2. Project classes Ergonomics – physical issues Office geographic location/s Office layout Infrastructure capability & performance Ownership of control over infrastructure Tools available for work Tool policies and constraints Location & availability of customer knowledge?
13	3. Compliance Frameworks Which one do you pick? What’s out there? There is a quagmire of standards and qualities These could be imposed on you contractually, legally or for business marketing reasons. So you want to improve your development process compliance – which aspect? Quality standard Process standard conformance Capability & maturity of process There are also supporting models to the above Introduction Models – How to implement Standard models Evaluation Models - of conformance to the implemented model
14	3. Compliance frameworks quagmire
15	3. Compliance frameworks quagmire SW-CMM = Capability maturity model for software This is a maturity capability model for identifying practices that will increase the maturity of those processes. developed by Software Engineering Institute (SEI), in cooperation with industry internationally. 1) Initial. The software process is characterized as ad hoc, and occasionally even chaotic. 2) Repeatable. Basic project management processes are established to track cost, schedule, and functionality. 3) Defined. The software process for both management and engineering activities is documented, standardized, and integrated into a standard software process for the organization for all projects. 4) Managed. Detailed measures of the software process and product quality are collected and are quantitatively understood and controlled. 5) Optimizing. Continuous process improvement is enabled by quantitative feedback from the process and from piloting innovative ideas and technologies. See http://www.sei.cmu.edu/
16	3. Compliance frameworks quagmire CMMI = Capability Maturity Model Integration® This is a maturity capability model SEI was tasked by their DOD sponsor to integrate the capability maturity models®. SW-CMM, IPD-CMM, SA-CMM and SECM International industry groups and US Armed Forces have participated This effort combined models of different structure and vocabularies, and in doing so created a single model with various views. Elements of the CMMI are called Process Areas (not Key Process Areas or Focus Areas) There is both a staged view (ß architecture of the Software CMM®) and a continuous view (ß the architecture of the systems engineering and IPD models). Goal is to have a unified model that can be used to evaluate the entire product development organization’s engineering and management See http://www.sei.cmu.edu/cmmi/
17	3. Compliance frameworks quagmire People CMM – Capability Maturity Model for People This is a maturity capability model A framework that helps organizations address critical people issues It guides improving processes for managing & developing workforces Based on the best practices in fields such as human resources knowledge management organizational development The People CMM consists of five maturity levels that establish successive foundations for continuously improving individual competencies, developing effective teams, motivating improved performance, and shaping the workforce the organization needs to accomplish its future business plans. See www.sei.cmu.edu/cmm-p/
18	3. Compliance frameworks quagmire ISO 12207 – Information technology - Software life cycle processes This is a Process Standard life-cycle processes: Primary Processes: Acquisition, Supply, Development, Operation, and Maintenance. Supporting Processes: Documentation, Configuration Management, Quality Assurance, Verification, Validation, Joint Review, Audit, and Problem Resolution. Organization Processes: Management, Infrastructure, Improvement, and Training. An American adaptation exists called IEEE/EIA 12207
19	3. Compliance frameworks quagmire ISO 9000 series This is a Quality Standard ISO 9000:2000 Series (December 2000) replaced ISO 9001, 9002, and 9003 conformance standards (1987, major update in 1994). For software organizations : ISO 9001:2000: Quality management systems - Requirements ISO 9000-3:1997 Quality Management and Quality Assurance standards. Guidelines for the application of ISO 9001 to the development, supply, and maintenance of software. ISO 9001:2000 has five sections specifying activities that need to be considered when implementing a quality management system. There are four sections that apply to all organizations and parts of the fifth section (Product Realization) may be excluded if not applicable to the organization’s operations. See www.iso.ch
20	3. Compliance frameworks quagmire IDEAL - Process Implementation Methods This is an Process Implementation Method The model forms an infrastructure to guide in planning and implementing an effective software process improvement program The Initiating Phase à Inception The Diagnosing Phase à Inception The Establishing Phase à Elaboration The Acting Phase à Construction The Learning Phase à Transition See http://www.sei.cmu.edu/ideal/
21	3. Compliance frameworks quagmire SCAMPI – Standard CMMI Assessment Method for Process Improvement This is an Assessment Method The Method is a diagnostic tool that supports, enables, and encourages an organization’s commitment to process improvement The method helps an organization gain insight into its process area capability, or organizational maturity It identifies strengths and weaknesses of its current processes relative to one or more of the CMMI models It also helps an organization prioritize its improvement plans, focus on improvements that are most beneficial, and derive capability level ratings, or maturity level ratings The SCAMPI method is also the standard benchmarking tool for CMMI process area capability and maturity level profiles See www.software.org/quagmire/descriptions/scampi.asp
22	4. Methodologies quagmire RUP – Rational Unified Process UP – Unified Process Open – Oo Process, Environment & Notation DSDM– Dynamic Systems Development method AM - Agile Modeling XP – eXtreme Programming PIC - Phase Integrated COTS approach Icon Process – Extending to RUP CxOne – Hybrid extensions for RUP Appropriate process – PI manifesto Best practices generally - in books, etc.
23	4. Process methodology frameworks quagmire RUP – Rational Unified Process
24	4. Process methodology frameworks quagmire EUP – Enterprise Unified Process See http://www.ambysoft.com/unifiedProcess.html
25	4. Process methodology frameworks quagmire Open – Oo Process, Environment & Notation Features End-to-end lifecycle support using object-oriented paradigm Meta-model-based framework can be tailored to individual domains or projects See www.open.org.au Also www.donald-firesmith.com
26	4. Process methodology frameworks quagmire DSDM– Dynamic Systems Development method Comparison to RUP available New focus on e-Business See http://www.dsdm.org
27	4. Process methodology frameworks quagmire XP – eXtreme Programming See www.extremeprogramming.org & www.xprogramming.com
28	4. Process methodology frameworks quagmire AM - Agile Modeling See www.agilemodeling.com Also new see www.agiledata.org Bringing in the Enterprise DBA’s role to the spotlight.
29	4. Process methodology frameworks quagmire PIC = Phase Integrated COTS approach COTS = Commercial off the shelf https://www.software.org/pub/pic
30	4. Process methodology frameworks quagmire Icon Process Internet E-Business bias See www.iconprocess.com
31	4. Process methodology frameworks quagmire CxOne – Container for merging processes http://www.construx.com/cxone/
32	4. Process methodology frameworks quagmire Appropriate Process Hybrid selection of appropriate process elements According to the requirements and situation of the target organisation Accepts “ideal” process as a constantly moving target. Check out the manifesto See www.aptprocess.com
33	4. Process methodology frameworks quagmire Loads of other Methods and Frameworks exist not discussed here, see www.processwave.net if you know of others please let us know. Best practices generally available In books Articles Magazines and on the web Presentations From Companies who specialise in process Organisations like SEI, Software.org, etc.
34	5.Explore Tools Look at the existing tools in the endeavour Account for the size of the project/product Look at the budget of the project for PI, including tools & infrastructure Look at the tools per discipline required Then consider the tool integration issues
35	5.Explore Tools
36	Completing the Jigsaw Where to from here for my Organisation? All these dimensions have different impacts Buy-in from Senior management Budget Size of Organisation / Endeavour
37	Goal driven strategies Use a Phase and Iterative approach running a separate small project for the PI Suggest using the SEI’s IDEAL approach but within a RUP framework for the PI Why? So PI project maps onto your Software project in parallel Less confusing to those involved Run the Actual project in parallel on the same iterations.
38	Goal driven strategies Package up the process improvement (PI) implementation into Modules Why package? To monitor progress To keep it understandable and in context to all. Account for success against
39	Goal driven strategies Determine the worst areas in the process by Discipline
40	Goal driven strategies Enable a successful environment Also set-up Organisation wide Process Group
41	Goal driven strategies 1. Off Project : Goal = Ready to Use Environment Pre-Build Approach - People & Process Do the work for the Endeavour = Organisation, Program or Project Do this prior to the Endeavour proceeding. Do this for the selected or all packages (Budget dependent) Liase with key personnel – Arch, PM, etc. Pre-Build Approach - People & Process & Tools Same as Above but including Infrastructure and Tools With any tool integration
42	Goal driven strategies 2. On Project Pilot approach Quick fix approach – fix specific identified problems – then get out. Usually because the consultants have to come in to rescue an ailing project halfway through. Slowly-Slowly Fix problems iteratively on-going One Process engineer One mentor at a time on the biggest problem per iteration. Quickly - one mentor per discipline on top 3 problems. Big Bang – one mentor per discipline
43	Goal driven strategies 3. On Organization RUP has (Typical, Fast, Careful, Distributed, Org Env project) Typical=Pilot, Establish Env, n Projects Fast=Establish Env, n Projects Careful=Pilot1, Pilot2, Establish Env, n Projects Distributed=Each Project does its own thing, consolidate later. Pre-Build approach = (same two options as before) Training only approach No mentors – not recommended. Tends to be infinitely better with experienced hands on people advising. Select Packaged approach = for constrained budget. Fix main problems – then consultants get out. Call in consultants when ready for next package improvement. Slowly-Slowly = Team of Process Engineers/Mentors from a central Organization Process Group On a project from a central Organization Process Group Cycle through mentoring on projects Big Bang = one mentor per discipline on the project. Risky, because its expensive and tend to try and change too much. Can be done if the project is under audit and no time for pilots, etc.
44	Conclusion We looked at.. Background Software development evolution Issues affecting strategy 1. Admitting problems exist in development 2. Explore project classes 3. Explore compliance frameworks 4. Explore process methodology frameworks 5. Explore Tools briefly Completing the Jigsaw Suggest strategic approaches
45	Thought for the day “Change has considerable psychological impact on the human mind. To the fearful it is threatening because it means that things may get worse. To the hopeful it is encouraging because things may get better. To the confident it is inspiring because the challenge exists to make things better. Obviously, then, one’s character and frame of mind determine how readily he brings about change and how he reacts to change that is imposed on him.” King Whitney Jr., Quoted by Wall Street Journal, 7 June 1967 Questions? Thanks for your time.
46	References Zahran, Sami – Software process Improvement, 1998. Grady, Robert – Successful Software Process Improvement, 1997. Rational – RUP, 2002. Sheard, Sarah - Software Productivity Consortium for compliance Quagmire info, 1997. Plus all URL’s already noted in slides from www.processwave.net