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Project Management with the IBM(R) Rational Unified Process(R): Lessons From The Trenches
Abstract
ï¾·ï¾ ï¾ ï¾ ï¾ ï¾ Master winï¾win techniques for managing outsourced and offshore projects, from procurement and risk mitigation to maintenanceï¾·ï¾ ï¾ ï¾ ï¾ ï¾ Use RUP to implement best-practice project management throughout the software development lifecycleï¾·ï¾ ï¾ ï¾ ï¾ ï¾ Overcome key management challenges, from changing requirements to managing user expectationsThe Hands-On, Start-to-Finish Guide to Managing Software Projects with the IBM® Rational Unified Process®This is the definitive guide to managing software development projects with the IBM Rational Unified Process (RUP®). Drawing on his extensive experience managing projects with the RUP, R. Dennis Gibbs covers the entire development lifecycle, from planning and requirements to post-mortems and system maintenance. Gibbs offers especially valuable insights into using the RUP to manage outsourced projects and any project relying on distributed development teams-outsourced, insourced, or both.This “from the trenches” guidebook is invaluable for anyone interested in best practices for managing software development: project managers, team leaders, procurement and contracting specialists, quality assurance and software process professionals, consultants, and developers. If you're already using the RUP, Gibbs will help you more effectively use it. Whatever your role or the RUP experience, you'll learn ways toï¾·ï¾ ï¾ ï¾ ï¾ ï¾ Simplify and streamline the management of any large-scale or outsourced projectï¾·ï¾ ï¾ ï¾ ï¾ ï¾ Overcome the challenges of using the RUP in software project managementï¾·ï¾ ï¾ ï¾ ï¾ ï¾ Optimize software procurement and supplier relationships, from Request for Proposals (RFPs) and contracts to deliveryï¾·ï¾ ï¾ ï¾ ï¾ ï¾ Staff high-performance project teams and project management officesï¾·ï¾ ï¾ ï¾ ï¾ ï¾ Establish productive, consistent development environmentsï¾·ï¾ ï¾ ï¾ ï¾ ï¾ Run effective project kickoffsï¾·ï¾ ï¾ ï¾ ï¾ ï¾ Systematically identify and mitigate project risksï¾·ï¾ ï¾ ï¾ ï¾ ï¾ Manage the technical and business challenges of changing requirementsï¾·ï¾ ï¾ ï¾ ï¾ ï¾ Organize iterations and testing in incremental development processesï¾·ï¾ ï¾ ï¾ ï¾ ï¾ Transition new systems into service: from managing expectations to migrating dataï¾·ï¾ ï¾ ï¾ ï¾ ï¾ Plan system maintenance and implement effective change controlï¾·ï¾ ï¾ ï¾ ï¾ ï¾ Learn all you can from project post-mortems-and put those lessons into practice
... The basic principles of the Waterfall lifecycle are as follows [5]: We cannot effectively create or build anything until we know the requirements. Development should not begin until the requirements have been completely collected and frozen, because we want to have to redo work that has been completed. ...
... Based on these basic principles, Waterfall process model well suited for projects that have the following characteristics [5]: The requirements are known and understood completely at the beginning of the project and do not change significantly for the duration of the project. ...
... The proposed research project aims to use tools and technologies which are deemed the future technologies. These include Wi-Fi Wireless Technology, PDAs, Java, Client Server model, SQL/Oracle, and Rational Unified Process (RUP) model for TRIM V 5 (2) Ju!y December 2009 software engineering (Gibbs, 2006). In addition all modern IT technologies shall also be put in place. ...
... Moreover, other aspects of human computing, such as user friendliness, colouring schemes, and other Cognitive Sciences pertaining to users shall also be investigated. A great deal of efforts, time, and energy shall also be spent on the principles of software project management (SPM) (Bechtold, 1999;Gibbs, 2006;Sommerville, 2007). ...
Information Technology (I. T) forms an important part of the healthcare solution. Accurate and up-to-date information is essential to continuous quality improvement in any organization, and particularly in an area as complex as healthcare. Therefore, diverse information systems must he integrated across the healthcare enterprise. The knowledge base in the medical field is large, complex, and growing rapidly. It includes scientific knowledge, as well as familiarity with the day-to-day business of provid ing healthcare. It is crucial to identify the processes in the healthcare sector that would he benefitted.from the support of Information Technology. The paper is focused on the use of Comprehensive Patient Healthcare System (CPHS) comprising two large subsystems, Computerized Patient Record System (CPRS) and Mobile Computing Clinical System (MC.C.S) as an application of state-of-the-art information and mobile computing technologies in Saudi Arabia hospitals as part of an ongoing research project. Significantly, the use of such technologies with highly efficient techniques for essential information gathering in a timely and cost effective manner in hospital sites is critical in order to understand how to enhance quality health care services to improve the life of patients and rapid
... 1. Waterfall (Davis, Bersoff & Comer , 1988) 2. CMMi (Kasse, 2004) 3. Dynamic Systems Development Method (DSDM: Schuh, 2005) 4. Rational Unified Process (RUP: Gibbs, 2007) 5. 6. Cusick & Prasad (2006) 7. Caprihan (2006) These sources were selected because they have different perspectives (scientific, organizational, qualitative point of views). The three development methods (1, 3, and 4) were chosen because they are often applied in CSD projects, as becomes also visible in the case descriptions in the next chapter. ...
... 1. Open Unified Process (The Eclipse Foundation, 2007) 2. CMMi (Kasse, 2004) 3. DSDM (Dynamic Systems Development Method, 2007) 4. RUP (Gibbs, 2007) These sources were chosen because they clearly define roles, and are applied in many CSD projects. The comparison of the roles in these four methods can be found in Table 3.3. ...
This thesis researches communication and coordination in offshore custom software development (CSD) projects. Nowadays, a lot of organizations are offshoring their information technology to countries with low wages. Main reasons for offshoring are cost reduction, entering a large labor pool, increasing international opportunities, increasing the quality of service, and exploiting around the clock development. Research shows that almost all of these goals of offshoring are not or partly met. This thesis analyzes why certain offshore projects are unsuccessful and how they should be set up in order to meet the predetermined goals. The main question is:“How should a distributed offshore software development project be coordinated, in order to increase the chance on a successful project?”
... The intricacies of this methodology are identified in the requirement for expert developers. Additionally, for large projects, the integration of multiple avenues of development results in a disorganized development process, culminating in a problematic testing phase [63]. ...
Model-Based Systems Engineering (MBSE) methods have developed a strong foothold in the design space in industry. These methods have proven fruitful when the right method is applied to the right problem. Reliability, Availability, and Maintainability (RAM) is an equally important area. Currently, there is a gap in applying a methodology to integrate the two in the design process, particularly when the design is complex. This work attempts to provide a methodology that results in the successful integration of RAM and MBSE that can be used during the early phases of design. The methodology was developed after an extensive literature review, followed by the illustration of the methodology through an example of a steam turbine fuel system. Each step of the method is applied and explained in the illustrative example, to include figures, tables, and calculations demonstrating the effectiveness of the method, concluding with evidence for validation.
... The calculation for the typing speed and the typing error rate that applied in EDS-KA were based on the Shukla & Solanki (2013) study, which as the following formulas [27]. ...
Emotions are one of the critical user’s experiences factors. Emotion is a subjective feeling and it is challenging to determine
human emotions. Thus, there is a need to have a system that could automatically detect human emotions. Nowadays, most of the
emotion detection systems are obtrusive, complicated and expensive. Besides that, most of the data collection and analysis process for
research has been done manually. Therefore, Web-based Emotion Detection System using Keyboards Actions (EDS-KA) has been
developed to detect human emotions without their awareness, uncomplicated and inexpensive in which it is based on human actions
using the computer keyboard. Besides, this system could assist researchers in data collection and analysis, whereas data could be
collected and analyzed automatically. Further, the analysis results were saved in the database and could be printed out. EDS-KA
adopted the Rational Unified Process (RUP) system development methodology. The RUP has been selected for EDS-KA development
because it is an iterative software development process. Therefore, it enables produce well-defined system requirements and reduced
the software risk. EDS-KA was a web-based system. Thus, users could access the system at any time and place that have an internet
connection. In terms of emotional considerations, EDS-KA focuses on five (5) primary emotional states, namely happy, sad, afraid,
relaxed and neutral (emotionless). Taken together, this system could assist the researchers’ tasks in conducting emotion detection
research more efficient, taking less time and inexpensive.
... En el caso de programas que requieran el desarrollo de Sistemas de Información y Comunicaciones para Defensa, éstos se suelen apoyar en Metodologías como el Modelo de Madurez CMM (Common Maturity Model) del Software Engineering Institute (SEI) (Chrissis, Konrad y Shrum 2009), METRICA3 (2012) del Ministerio de Administraciones Públicas o el Proceso Unificado de Rational (RUP)(Gibbs, 2007). También se utilizan metodologías ágiles para proyectos conimportantes restricciones de tiempo, o muy dinámicos en su desarrollo, como la Programación Extrema (XP) (Beck K. 2002), el método SCRUM (Schwaber y Beedle 2001) o Lean (Poppendieck y Poppendieck, 2003; y en su aplicación al sector público: Moullin, 2009; Radnor, 2010; Radnor y Osborne, 2013).En lo que se refiere a la Gestión del Aseguramiento de la Calidad de los Programas de Defensa, ésta se basa en los estándares ISO9000 y PECAL (DG de Armamento yMaterial 2004Material , 2007Material y 2008. ...
La búsqueda de la eficiencia es el principal objetivo de la Ciencia Económica en esa «admi-nistración de los recursos escasos» que la define. Y la eficiencia consiste en lograr maximizar la producción para un coste dado; o bien, minimizar los costes de una producción dada y todo en el marco de una tecnología determinada. Una información perfecta-completa, veraz, pertinente y oportuna-y que llega a todos los implicados, permite una asignación eficiente de los recursos, ya que a través de la correcta valo-ración de las actividades se logra la satisfacción de los individuos y agentes económicos. EL CONTROL DE LOS GRANDES PROYECTOS DE INVERSIÓN PÚBLICA El problema económico es, por lo tanto, un problema de elección que se resolverá solo si la información es perfecta. En un principio el mercado dispone de los mecanismos adecuados: los precios, para canalizar la información entre los agentes que en él participan y permitir las elecciones correctas. Pero cuando la infor-mación no es perfecta por diferentes circunstancias, los precios no recogen las valoraciones correctas, el mercado falla y no se logra la eficiente asignación de los recursos. Y en estos casos se hace imprescindible la actuación del Sector Público. Cuando interviene el Sector Público no se encuentra exento de los problemas de información. Necesitará buscar los mecanismos que le permitan deducir las necesidades que no satisface el mercado, o lo hace de forma insuficiente y articular los sistemas que facili-ten el logro eficiente de la asignación de recursos para esa satisfacción. La evolución de la tecnología de la información y co-municación (TICs) ha revolucionado la gestión, tanto en el sector privado como en el público, generando a su vez nuevos retos justo por lo contrario a lo que ocu-rría en el pasado. Frente a situaciones pasadas en las que había escasez de información ahora nos encon-tramos con exceso de conocimiento e información y con la necesidad de introducir sistemas de gestión que manejen grandes bases de datos. Se ha hecho imprescindible incorporar los modelos de gestión del conocimiento a la toma de las decisiones, a la pre-dicción, a la ejecución de los procedimientos y a la evaluación. Y en este último punto se hace relevante también para ver las repercusiones de las actividades de los agentes económicos en la actividad económi-ca general.En el presente artículo se pretende analizar los aspectos centrados en el control de los programas de Defensa. Se abordan las características principales del marco de control de los programas de defensa, destacando los principales estándares, guías, y buenas prácticas. El modelo del conocimiento para el impacto económico, denominado MOCIE, junto con el sistema de información de soporte a este modelo, se presentan igualmente y se describe como el modelo MOCIE puede ser integrado dentro del marco de la gestión de programas en el ámbito de la defensa. Finalmente, se presentan las principales conclusiones y algunos trabajos futuros.
... • The type of iterative method to be used may vary. An agile method like eXtreme Programming (XP) [15] or Scrum [122] tends to iterate more times than a method like the Rational Unified Process (RUP 7 ) [55,67,78] which includes 8 or 9 iterations at maximum in the whole 6.6 Impact on the Agile Software Process project. Consequently, the time spent on an iteration may vary in function of the used methodology or life-cycle template; ...
... The list of general RE practices has been arranged by choosing RE practices recommended by Sommerville and Sawyer [35], and security RE practices from [36][37][38][39][40][41][42]. The practices to address communication, management and coordination, knowledge management, and cultural issues of RE process for SDO have been taken from [21,[43][44][45][46][47][48][49][50][51][52][53][54][55][56][57]. The practices have been denoted by P 1 , P 2 , P 3 , …, P 103 and presented in Appendix A. For further research, we have employed the Delphi method [58,59]. ...
The magnitude of Software Development Outsourcing (SDO) is snowballing day by day. However, a considerable proportion of SDO projects cannot acquire the anticipated benefits. In most of such cases, the reasons are often associated to Requirements Engineering (RE) process. The same is true for Mobile Application Requirements Engineering (MARE) process in case of SDO. The aim of this study is to cultivate the MARE process for SDO by identifying and ranking the significant RE practices for the process. To identify the significant MARE practices, we have employed a literature-based list of RE practices. Two online questionnaire surveys have been conducted to complete the two rounds of Delphi method. After the first round, we have identified 86 significant MARE practices for SDO based on 36 responses from SDO experts. The results of the second round have helped us to provide the overall ranking of the practices. The SDO practitioners have termed the identified MARE practices beneficial to address the issues of MARE process in case of SDO and to achieve the outsourcing benefits.
... The iterative development is, consequently, being increasingly used by professionals notably through the application of the Unified Process (UP, see e.g. [IBM, 2007, Shuja and Krebs, 2007, Gibbs, 2006, Kruchten, 2003) and the agile initiative. These types of processes provide benefits such as efficient Project Management (PM), continuous organizational modeling and requirements acquisition, early implementation, continuous testing and modularity. ...
The increased symbiotic relationships between society and Information and Communication Technology (ICT) pave the ways for a substantial alignment and rethinking of current software development methodologies. This paper presents the use and validation of a software analysis and project management (PM) framework for iterative software development within the Tropos method. This methodology is service-driven, its requirements models are founded on social-based modeling elements. The PM framework includes risk and quality management; it has been applied on multiple case studies and this paper presents a full experience report. The proposed methodology is aimed to provide a reference for practitioners willing to develop iteratively using Tropos.
... Software development is not just an activity in which specifi c software is written in a programming language, but a whole set of processes and activities, with clearly defi ned structure and rules. In theory [14] [2], software development process consists of several phases: user requirements defi nition, system analysis, system design, implementation (programming), software testing (quality control) and installation in production environment. Schwalbe (2006, p. 46) suggest that these phases are not suffi cient in the perspective of project manager, so two additional phases are added to software development lifecycle: project initiation and project planning. ...
This study is focused on the software development process, viewed from perspective of information technology project manager. Main goal of this research is to identify challenges in managing such projects and provide a model for delivering software solutions that satisfies client’s expectations. Project management theory describes six constraints or variables in every project, which project managers can use to better control the project and its outputs. Fixing some of the six project management constraints (scope, cost, time, risks, resources or quality) will allow project manager to focus on most important project aspects, rather than being drawn between all of the variables.This paper is aimed at information technology project managers and portfolio managers, as it describes the practical application of this model on a software development project. Findings of this research support the theory that, by applying good project management practice and focusing on project/business-critical requirements, will enable project managers to complete projects successfully and within tolerance limits. Results show that by identifying key business constraints, project managers can create good balance of six constraints and focus on the most important ones, while allowing other constraints to move between limits imposed by clients and stakeholders.
... Further justification of the choices for framework selection can be found in Section 2. We specifically wanted to adopt BPMN BPM within the as-is business process modeling of a case study given to students. Within the context of the course, we 1 We do not refer here to the use case model as defined by the OMG in [17] but to the refinement proposed in the business modeling discipline from the RUP (see [10,25,8,12,15]). That is why, in this paper, we refer to it as the RUP/UML Business Use-Case Model. 2 The strategic elements within the BUCM are the business goal and objective (see Section 5). 3 Note that we do not include the BPMN Process Maps in our study but only the Business Process Model (i.e. the classical workflow), see Section 3. Also, when we refer to the BPMN BPM, we refer to the entire theoretical set of elements defined by the OMG while when we refer to a BPMN process diagram we refer to an instance of the model (applied to a case). ...
Various frameworks are available for modeling an organizational setting. Their constituting models nevertheless mostly choose a particular decision level to represent perceived reality meaning that some introduce coarse-grained (i.e. abstract) elements and some others fine-grained (i.e. detailed) ones. Sometimes, in a same model, elements of various levels of granularity can be mixed like for example in the i* strategic rationale model. The main drawback is that this leads to hard to read and complex models, not ideal for easy and quick understanding of the software problem. Also, within the industry, poor unification in the use of models does exist. The various Unified Modeling Language (UML) models and the Business Process Model and Notation (BPMN) are nevertheless rather popular. In this paper, we study the use of the Business Use Case Model – an extension of the classical UML use-case model defined in the Rational Unified Process (RUP) – and the BPMN Business Process Model (BPM) as a unified framework for knowledge representation at strategic, tactical and operational levels. By default, the RUP advises to use UML activity diagrams for operational-level knowledge representation. Their main drawback is that they have been engineered to model software behavior with respect to the user and not business process modeling at large. The BPMN BPM thus offers more perspectives for pure business process modeling; that is why it mostly used in the industry for this purpose. The use of these models in a unified way is ensured by traceability at the various levels of modeling.
... • the type of iterative method to be used may vary. An agile method like eXtreme Programming (XP)[26] or Scrum[28] tends to iterate more times than a method like the Rational Unified Process (RUP 8 )[29],[30],[31] which includes 8 or 9 iterations at maximum in the whole project. Consequently, the time spent on an iteration may vary in function of the used methodology or life-cycle template;7 The planning game is the process (in agile methods like XP) of selecting the requirements on which the development team will focus during an iteration and aligning these requirements with the available development capacity (see for example[26],[27]).8 ...
... IT project specific information items are related to project scope definition, test management and quality assurance description. These information items vary, depending on the software development lifecycles (waterfall, iterative or agile), methods (waterfall 16 , DSDM 17 , Scrum 18,19 , Kanban 20 , iterative 21 , spiral 22 etc.), and methodologies (MSF 23,24,25,26,27 , RUP 28,29 ). These specific information items have been summarized in Table 1. ...
Project management information system (PMIS) is one of the main enablers of successful project management. Project management and document centralization are diverting large amounts of energy when working on collaborative projects with academic institutions, private enterprises and government organizations. Each of these organizations include different user roles with different interests for the project, project management practices and requirements for PMIS. Therefore PMIS should be adapted to the needs and requirements of these collaborative projects and users.
... This trend has led to more widespread outsourcing projects in which a company contracts out all or part of its software development activities to another company that provides services for remuneration. According to Boehm [6], the primary motivation behind outsourcing is to decrease the overall cost. 1) There are four different scenarios for IT outsourcing [7]: 2) When a contractor provides services at the location of the outsourcing organization. 3) In the case of onshore outsourcing or domestic outsourcing, services are not provided at the outsourcing location, but the contractor operates from the same country. ...
This paper identifies high perceived-value requirements engineering (RE) practices specifically for outsourced software development projects. This is part of a study that aims to develop a framework for critical requirements engineering (RE) practices for outsourced software development projects. We used a survey questionnaire as the primary approach to collect data from 193 software development practitioners from 62 companies in Malaysia. The practitioners were asked to identify which RE practices, out of the 66 practices of Sommerville's framework, are considered critical for outsourced projects. Specifically, the practitioners were asked to assess and categorize the practices into four categories: high, medium, low and zero value. Only two RE practices were assigned a 'high value' by the practitioners and another 26 practices were assigned a 'medium' value. The findings show that there is an increased awareness of the importance of RE practices among Malaysian practitioners because only a very low percentage of the respondents selected most of the practices as zero-or low-value practices. Secondly, all the 28 practices ranked as 'high' and 'medium' value practices are critical and should be given high emphasis in the outsourced projects. Moreover, due to the many more specific characteristics of outsourced projects, the study also implies that there is an urgent need to identify other RE practices or other related software engineering practices that are critical for outsourced projects but that have not been captured within Sommerville's framework.
... Waterfall model includes the following phases: requirements, design, implementation, verification and maintenance [7]. Rational unified process model includes the following phases: inception, elaboration, construction and transition [8]. For incremental software process models, such as, Scrum [9] or Microsoft solution framework [10], there is not an explicit division in the software development phases, but the base project phases from the classical project life cycle are kept. ...
Project management information systems ensure the collection and display of project information. The project information changes depend upon the project environment. According to project environment and requirements, the configuration of project management information system is ensured by means of an approach to configuration of project management information systems. However, topicality of information and access to it change during the project life cycle depending upon the user’s role and the project phase. The objective of this paper is to adapt the approach to configuration of project management information systems for definition of requirements that depend upon the user’s role and project phase. The adapted configuration approach could ensure storing of this requirement and the reconfiguration transformation during the project life cycle
... Desouza et al (2005:1) support the importance of conducting project postmortems, stating that they, "…aid in articulation of tacit experiences into explicit forms, this enables for experiences to be better re-used in the future." Gibbs (2006) reports the experiences of IBM, in software development, and presents the 'project postmortem' concept, the purpose of which being to reflect on a project's successes and failures, and "…collect the lessons learned, instill them in the organization's memory, and apply them to the next set of projects." Birk et al (2002) suggest that on software projects new knowledge and experience gained by team members often remains unnoticed and is rarely shared between individuals and teams. ...
Construction project teams have, historically, been temporary in nature, often formed for a single project. Significant research has been conducted on construction processes and procedures examining various stages of a project's development and delivery. Numerous authors have identified the importance of the construction project 'briefing' process, with regard to clearly understanding a clients' requirements, leading to the project team translating these into a satisfactory and completed facility. However, there has been limited investigation into the converse process of 'debriefing'; i.e. reviewing, reflecting and learning relating to how project teams have performed. The aim of the research being reported is to conduct a theoretical review of literature relating to the debriefing processes. A range of knowledge domains, both within and outside of a construction context, which document project review, after action review, and post-mortem practices and procedures have been investigated; for example: counselling, computer software development, the military and general project management. The research method is exploratory with the objective of developing, firstly, an understanding of the current body of knowledge. This leads on to an analysis of the literature to evaluate currently available debriefing practices, followed by the presentation of key factors relating to how such practices might be applied to construction projects and teams, particularly with regard to capturing and evaluating team members' experiences, and facilitating future improved performance. The outcome of this literature-based desk study is the identification of key issues which will allow the research to move into an 'experimental' phase where the key issues can be pilot tested. The research is seen as important to improve both the efficiency and effectiveness of project team members and, subsequently, contribute to more efficient and effective project team performance – closing the project team life-cycle loop.
... Buede [24] discusses what should be tested and also includes noteworthy usability characteristics for this phase. Gibbs [25] describes checklists for the different roles involved in acceptance testing of outsourced projects. ...
During acceptance testing customers assess whether a system meets their expectations and often identify issues that should be improved. These findings have to be communicated to the developers – a task we observed to be error prone, especially in distributed teams. Here, it is normally not possible to have developer representatives from every site attend the test. Developers who were not present might misunderstand insufficiently documented findings. This hinders fixing the issues and endangers customer satisfaction. Integrated feedback systems promise to mitigate this problem. They allow to easily capture findings and their context. Cor-rectly applied, this technique could improve feedback, while reducing customer effort. This paper collects our experiences from comparing acceptance testing with and without feedback systems in a distributed project. Our results indicate that this technique can improve acceptance testing – if certain requirements are met. We identify key requirements feedback systems should meet to support acceptance testing.
... Frameworks and models to support this engineering step exist today notably i* [20,18,19] for researchers and the RUP/UML business use case model 1 for practitioners. The 1 We do not refer here to the use case model as defined by the OMG in [11] but to the refinement proposed in the business modeling discipline from the RUP (see [14,8,9,10]). That is why, in this paper, we refer to it as the RUP/UML business use case model. ...
[Context and Motivation] Business modeling is nowadays a common approach in huge enterprise software developments. It notably allows to align business processes and supporting IT solutions at best, to produce a documentation of the company’s “savoir-faire” and to look for possible optimizations. The business modeling discipline of the Rational Unified Process (RUP) has enriched the semantic of the Unified Modeling Language’s (UML) use case diagrams for the special purpose of representing the organization’s processes with accurate elements. [Question/Problem] RUP/UML business use case semantics are nevertheless only intended to further stereotype use case models and not to be used for reasoning. In parallel and in line with artificial intelligence concepts, researchers have developed the i* framework enabling the evaluation and decomposition of multiple design opportunities. RUP/UML business use case semantics could be used more efficiently to integrate the latter benefits. [Principal ideas/results] Through a systematic mapping of elements from i* on the one side and of the RUP/UML business use case model on the other, we have set up a RUP/UML graphical notation for i* elements. Applicability has been shown on an illustrative example. [Contribution] The main contribution of the framework is allowing to model in an i* fashion using CASE-tools meant for RUP/UML and proposing an interface for forward engineering the produced model in a classical UML requirements model. Future work is required to fully validate the proposal, notably to measure the method’s efficacy.
... PMBOK [4], PRINCE2 [5]), frameworks (e.g. RUP [6], MSF [7], SCRUM [8]), standards (e.g., ISO 9001 [9], CMMI [10], ISO/IEC, COBIT [11], ITIL [12]) and other guidelines provide the theoretical PM knowledge, but the practical PM knowledge is available from previous projects. This knowledge should to be stored and then retrieved for usage. ...
Project management knowledge contains a wide range of information that can be accumulated from theory and practice. This knowledge is not always readily available to project manager and that can leave a significant impact on project management efficiency and success. Therefore, this knowledge is necessary to store in the project management knowledge repository and then to retrieve it when necessary. To find this knowledge it is necessary to define attributes for searching relevant projects and knowledge associated with these projects. The objective of this paper is to develop a set of project classification attributes that can be used to describe project characteristics and use them in similarity definition. The project classification attributes are defined as a part of the architecture of project management knowledge retrieval. They are identified by analyzing several project management methodologies and are validated by classifying twenty two empirical information technology projects.
This study aims to explore the diffusion patterns of business
analysis, agile project management (APM) and development and operations(DevOps) as trending fashionable management techniques that target the risks of and solutions for digitalisation in an emerging economy context. Building on trending and semantically related fashion research, we intend to question
whether business organisations rely on superstitious learning that is motivated by quick-fix rhetorics and ritual adoption, or real learning that is driven by accumulative resource and repository development. Upon assessing the global discursive diffusion patterns of each technique, a field study was conducted in
Turkey, which covered 303 companies to explore the substantive diffusion patterns of these techniques in large sized firms. The results not only supported the trending of fashionable techniques in their substantive use, but also verified considerable reliance on real learning practices, indicated by prior use of other techniques and gradual building on prior expertise.
Software development outsourcing is becoming more and more famous because of the advantages like cost abatement, process enhancement, and coping with the scarcity of needed resources. Studies confirm that unfortunately a large proportion of the software development outsourcing projects fails to realize anticipated benefits. Investigations into the failures of such projects divulge that in several cases software development outsourcing projects are failed because of the issues that are associated with requirements engineering process. The objective of this study is the identification and the ranking of the commonly occurring issues of the requirements engineering process in the case of software development outsourcing. For this purpose, contemporary literature has been assessed rigorously, issues faced by practitioners have been identified and three questionnaire surveys have been organized by involving experienced software development outsourcing practitioners. The Delphi technique, cut-off value method and 50% rule have also been employed. The study explores 150 issues (129 issues from literature and 21 from industry) of requirements engineering process for software development outsourcing, groups the 150 issues into 7 identified categories and then extricates 43 customarily or commonly arising issues from the 150 issues. Founded on ‘frequency of occurrence’ the 43 customarily arising issues have been ranked with respect to respective categories (category-wise ranking) and with respect to all the categories (overall ranking). Categories of the customarily arising issues have also been ranked. The issues’ identification and ranking contribute to design proactive software project management plan for dealing with software development outsourcing failures and attaining conjectured benefits of the software development outsourcing.
En el escenario actual macro económico la toma de decisiones en materia económica de cualquier entidad pública debe de estar sustentada por una adecuada inteligencia económica. Es prioritario disponer de modelos, técnicas y herramientas que permitan garantizar un control adecuado en todas sus inversiones. En la presente tesis se expone un modelo de gestión del conocimiento basado en el marco input output, que nos permite conocer el impacto económico de las inversiones realizadas. Este modelo está soportado por un sistema de información que coadyuvará a los analistas económicos para la toma de decisiones en el campo de las inversiones públicas. El modelo y el sistema se han aplicado en el área de la Defensa al objeto de conocer el impacto económico de una serie de programas de inversión en el sector aeronáutico.
IT Outsourcing is getting popular day by day because of its benefits and certain limitations of organizations. But risks are also associated with it. Occurrence of these risks badly affects the project planning and may result in project failure. By identifying risks, measures can be taken to handle the risks and avoid project failure. Based upon experiences of experts from IT outsourcing industry, this study identifies frequently occurring IT Outsourcing risks so that a proactive strategy can be designed to deal with the risks and outsourcing could achieve its objectives.
The volume of software development outsourcing is growing enormously owing to the associated benefits of outsourcing and limitations of organizations. However, a large number of the projects outsourced for software development are failed to achieve anticipated results. In most of such cases, the reasons for failure are traced back to the Requirements Engineering (RE) process. In spite of this state of affairs, adequate efforts have not been made to avoid the failure of outsourced software development projects due to RE process issues. This research has been conducted with the aim of cultivating the RE process for software development outsourcing by identifying the significant RE practices for this process. The study is based upon Sommerville and Sawyer's RE practices for six key areas of the RE process. A survey research method has been used to collect data from 108 practitioners belonging to 18 national and multinational organizations associated with software development outsourcing. After analysis of the obtained data, we have identified the RE practices which are significant in order to improve the RE process for software development outsourcing and hence to achieve desired results.
The banking sector is well known for using large, sometimes monolithic, legacy systems. Now, banks find themselves having to catch up with rapid advancements in software development that call for new service-oriented computing paradigms. Unfortunately, this task is nontrivial and often requires huge projects that are costly, time consuming, and risky. The safe choice for a development methodology is a process framework such as the Rational Unified Process (RUP), which is customizable enough to fit any project. However, customizing RUP isn't trivial, so it's often used in its full-blown out-of-the-box form, which entails significant sacrifices of time, cost, and flexibility. The Agile Unified Process (AUP)-a hybrid approach designed by Scott Ambler combining RUP with agile methods to a successful project in the banking sector. The project achieved on-time delivery within budget, integrating heavy legacy back-end application systems with newly reengineered client user-interface applications on a modern service-oriented architecture (SOA) platform.
The evolution of 3D virtual world technologies gives opportunity to both 3D virtual world applications such as learning and new programming model in the 3D environment. In this paper, we analyze the business needs for 3D virtual world learning applications, describe the design methodology of virtual learning applications based on our own experience, and summarize the interaction patterns in 3D virtual world, and further derive the new design patterns in the new 3D application environment. With a real case study, we show how the design methodology and pattern are used in the design of 3D virtual world learning applications.
The Agile Unified Process (AUP) is a recent public domain customization of the Rational Unified Process. The authors applied AUP in a software development project in the banking sector exploiting service-oriented architecture (SOA) functionality and user interface integration of client-server applications. They describe the project in detail and present the conditions and steps required to successfully combine agile methods with the RUP framework resulting in a lightweight and flexible development approach. Using AUP, the project was successfully delivered within all budgetary and time-constraints. The authors conclude with a series of lessons learned from the successful application of AUP in SOA-based banking projects.
Packaged software applications are often used to implement project management information systems. These applications should be configured according to requirements of the particular project. This paper describes the project management information systems configuration approach, which is based on the standardized definition of project management requirements and utilization of knowledge in the configuration process. The objective of the paper is to demonstrate application of this approach in configuration of several project management software applications to validate reusability of the standardized specification. As the result, three alternative project management software applications have been configured and specific challenges in configuration of these applications have been identified.
Project management information system is one of main enablers of successful project management. The configuration of the project management information system should be adapted to needs and requirements of a particular project. However, project managers are not always aware of the most appropriate configuration. Adequate knowledge would help the project managers during definition of the configuration requirements. Therefore, an approach for the project management knowledge reuse during configuration of the project management information system is elaborated. This paper presents the case study of application of knowledge reuse in configuration of project change management module. The case study discusses both knowledge acquisition and knowledge utilization processes.
Hyperglycemia in the acute phase of stroke is associated with poor outcome. Whether hyperglycemia in nondiabetic stroke patients is caused by stress is controversial.
We studied glucose levels and glycosylated hemoglobin in 91 consecutive patients with acute stroke admitted within 24 hours after onset of symptoms. In 27 unselected patients we also measured catecholamines on days 1 and 3 after onset.
Hyperglycemia was found in 39 (43%) of the patients, 55% of whom either had diabetes mellitus or latent diabetes; the others had idiopathic hyperglycemia. Norepinephrine levels were associated with the severity of the stroke (P = .005) and with hypertension (P = .03) but not with glucose levels, irrespective of whether or not the patients had diabetes.
We conclude that hyperglycemia in the acute phase of stroke cannot be explained by increased stress.
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