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Enterprise Unified Process, The: Extending the Rational Unified Process

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Enterprise Unified Process, The: Extending the Rational Unified Process

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About

Features

A teaching guide that provides extensions to the popular Rational Unified Process needed to make it practical in an enterprise environment.

° Maximize your organization's IT investment by extending the power of IBM/Rational Unified Process to the entire enterprise

° Valuable perspective provided by case studies and examples that demonstrate both success and failure

° Based on the author's team's extensive experience helping organizations improve their software processes

Description

  • Copyright 2005
  • Dimensions: 7x9-1/4
  • Pages: 408
  • Edition: 1st
  • Book
  • ISBN-10: 0-13-191451-0
  • ISBN-13: 978-0-13-191451-3

Extend RUP to Drive Improvements Across the Entire IT Lifecycle

The Rational Unified Process is a powerful tool for improving software development -- but it doesn't go nearly far enough. Today's development organizations need to extend RUP to cover the entire IT lifecycle, including the cross-project and enterprise issues it largely ignores. The Enterprise Unified Process (EUP) does precisely that, enabling you to deliver systems that meet all the needs of today's businesses. Now, EUP's creator and architects present the definitive introduction to EUP, and demonstrate how to use it in your environment.

The Enterprise Unified Process systematically identifies the business and technical problems that RUP fails to address, and shows how EUP fills those gaps. Using actual examples and case studies, the authors introduce processes and disciplines for producing new software, implementing strategic reuse, "sunsetting" obsolete code and systems, managing software portfolios, and much more. Their independent, "tool agnostic" coverage will be indispensable no matter which RUP products or platforms you've invested in. Coverage includes

  • Practical, step-by-step guidance for adopting EUP in midsized-to-large organizations

  • Proven processes for optimizing ongoing IT operations and support

  • Enterprise business modeling and architecture with EUP

  • EUP disciplines for enterprise administration, people management, and software process improvement

  • Using the new EUP plug-in for IBM's RUP platform

  • Workflow diagrams fully consistent with RUP for easy understanding

  • Detailed appendices covering EUP roles, artifacts, and terminology

EUP is the missing link that can help IT professionals achieve the full benefits of RUP in the enterprise. This book will help you discover it, master it, implement it, and succeed with it.


© Copyright Pearson Education. All rights reserved.

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The Enterprise Business Modeling Discipline

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Table of Contents

About the Authors.

Foreword.

Preface.

I. FROM THE RUP TO THE EUP.

1. Introduction.

    Types of Processes.

    History of the Enterprise Unified Process.

    Why an IT Process.

    This Book.

    Summary.

2. The Rational Unified Process.

    Serial in the Large.

    Iterative in the Small.

    Delivering Incremental Releases Over Time.

    Following Proven Best Practices.

    Why the RUP.

    The RUP as a Process Framework

    Summary.

3. Introduction to the Enterprise Unified Process.

    From a Development to a System Lifecycle.

    The Production Phase.

    The Retirement Phase.

    The Operations and Support Discipline.

    The Information Technology Lifecycle.

    The Zachman Framework and the EUP.

    Common Threads Throughout This Book.

    The EUP in Practice.

    Summary.

II. BEYOND DEVELOPMENT.

4. The Production Phase.

    Objectives.

    Essential Activities.

    Handling Concurrent Releases.

    Support Strategies.

    The Release Retirement Milestone.

    Case Studies.

    Hosting and Operating Business Applications.

    Microsoft Support.

    Summary.

5. The Retirement Phase.

    Objectives.

    Essential Activites.

    Analyze System Interactions.

    Determine Retirement Strategy.

    Update the Documentation.

    Test.

    Migrate Users.

    Remove the System.

    Managing Retirement Efforts.

    The Release Retirement Milestone.

    Case Studies.

    Migration off the Mainframe.

    Retirement of an Office Suite.

    Summary.

6. The Operations and Support Discipline.

    Workflow.

    Plan Operations and Support Deployment.

    Support Users.

    Operate Systems.

    Prepare for Disaster.

    Recover from Disaster.

    Case Studies.

    Operations.

    Support.

    Anti-Patterns.

    Timing.

    Tools.

    Relation to Other Disciplines.

    Summary.

III. THE ENTERPRISE MANAGEMENT DISCIPLINES.

7. The Enterprise Business Modeling Discipline.

    Workflow.

    Define Enterprise Strategy.

    Model Business Processes.

    Identify Process Implementation Options.

    Model the Domain.

    Model the Organization.

    Support Project Teams.

    Case Study.

    Anti-Patterns.

    Timing.

    Tools.

    Relation to Other Disciplines.

    Summary.

8. The Portfolio Management Discipline.

    Workflow.

    Inventory Current Systems.

    Plan Portfolio and Programs.

    Manage Portfolio.

    Manage Programs.

    Manage Contracts.

    Manage Enterprise Risk.

    Case Study.

    Anti-Patterns.

    Timing.

    Tools.

    Relation to Other Disciplines.

    Summary.

9. The Enterprise Architecture Discipline.

    Workflow.

    Define Architectural Requirements.

    Define Candidate Architecture.

    Refine Enterprise Architecture.

    Define Reference Architecture.

    Support the Project Teams.

    Anti-Patterns.

    Timing.

    Tools.

    Relation to Other Disciplines.

    Summary.

10. The Strategic Reuse Discipline.

    Workflow.

    Plan Reuse Program.

    Harvest Existing Assets.

    Obtain External Asset.

    Develop Asset.

    Evolve Asset.

    Publish Asset.

    Retire Asset.

    Support Project Teams.

    Measure Reuse Program.

    Case Studies.

    Quantity Over Quality.

    Architected Reuse via Service Domains.

    Grassroots Success.

    Timing.

    Anti-Patterns.

    Tools.

    Relation to Other Disciplines.

    Summary.

11. The People Management Discipline.

    Workflow.

    Plan Staffing.

    Diversify Staffing.

    Manage Staff.

    Guide Careers.

    Succession Planning.

    Case Study.

    Tools.

    Anti-Patterns.

    Timing.

    Relation to Other Disciplines.

    Summary.

12. The Enterprise Administration Discipline.

    Workflow.

    Manage Enterprise Physical Assets.

    Manage Enterprise Information Assets.

    Manage Enterprise Security.

    Support Project Teams.

    Case Studies.

    Data Management.

    Security.

    Anti-Patterns.

    Timing.

    Tools.

    Relation to Other Disciplines.

    Summary.

13. The Software Process Improvement Discipline.

    Workflow.

    Assess Process Needs.

    Create Process.

    Tailor Process.

    Deploy Process.

    Support Project Teams.

    Case Studies.

    The Big-Bang Approach to SPI.

    An Incremental Approach to SPI.

    Publishing and Supporting Corporate Guidance.

    Corporate Governance.

    Anti-Patterns.

    Timing.

    Tools.

    Relation to Other Disciplines.

    Summary.

IV. PUTTING IT ALL TOGETHER.

14. Adopting the Enterprise Unified Process.

    Software Process Improvement Implementation.

    Proceed Incrementally.

    The Inception Phase of an EUP Adoption Project.

    The Elaboration Phase of an EUP Adoption Project.

    The Construction Phase of an EUP Adoption Project.

    The Transition Phase of an EUP Adoption Project.

    The Production Phase of an EUP Adoption Project.

    The Retirement Phase of an EUP Adoption Project.

    Training.

    Mentoring.

    Measure Progress.

    Success.

    Summary.

15. Parting Thoughts.

Appendix A: Roles.

Appendix B: Artifacts.

Appendix C: Glossary.

Appendix D: Acronyms and Abbreviations.

References and Recommended Reading.

Index.

Preface

Untitled Document

Preface

It was a dark and stormy night, and suddenly a shot rang out. The information technology (IT) department had failed to deliver once again, and that was the last straw for the business stakeholders—it was time to outsource the entire department.

Sound familiar? This is happening to IT departments all over the world because they don't provide sufficient value to their business stakeholders. Stakeholders have grown tired of projects being delivered late and over budget, if they're delivered at all. They're tired of paying for the same functionality over and over again, insufficient system support, systems that don't work together, and the ever-increasing bill for IT-related services. Many IT departments are at a crossroads—either they need to change the way they work, or they need to be prepared to be replaced by other organizations that are more effective at delivering working software.

Since 1999, Ronin International, Inc. has been helping organizations adopt the Unified Process to enable them to become better at software development. At first, most clients needed help to adopt the Rational Unified Process (RUP), but later they realized that they needed help extending the RUP to address issues that go beyond software development. We at Ronin International started seeing significant commonality between customers, motivating us to develop the Enterprise Unified Process (EUP), which extends the RUP to become a full IT lifecycle. The RUP is a great starting point for many IT departments, and the EUP takes it to the next level.

One of the first things that you'll notice about this book is that we present a slightly different approach to the Unified Process. We don't work for IBM Rational, and as a result, we're in a position to objectively describe what actually works in practice. Don't worry, within the scope of the RUP, we don't deviate all that much because frankly IBM Rational has done a pretty good job within their chosen area. The value in this book is the extensions to the RUP—two new phases and eight new disciplines—making the RUP truly ready for real-world IT departments. Just take a quick look at the table of contents to see what we mean.

The bottom line is that this book looks at process from the viewpoint of an entire IT department, not just a single project or system, discussing the difficult issues that IT professionals face every day. The book features a wide range of figures that illustrate what you need to do. The text describes the issues you'll face and strategies for overcoming them, but it doesn't waste your time with minute details. In every organization where we've worked, we discovered that they had good people who knew what they were doing, but what was missing was a unifying vision for getting them to work together effectively. This book won't turn you into an expert portfolio manager, enterprise architect, or whatever, but it will explain the fundamental issues and strategies that these roles address within your IT organization.

Features of This Book

This book has several features that will make it a valuable resource for you:

  • It is practical: This book provides practical advice in an easy-to-read manner.

  • It covers the critical issues: This book focuses on the fundamental issues that you will face on a daily basis and describes options for addressing the issues. It does not, however, waste your time covering extraneous details, which are typically unique to your organization anyway.

  • It is consistent with the RUP: The chapters describing the new phases and disciplines include many workflow diagrams that follow the same approach within the RUP product. Existing RUP practitioners will instantly recognize and understand them.

  • It includes case studies: We share our experiences, most good (although some bad), gained by introducing the RUP and EUP into organizations since 1999.

  • It includes Reader Return on Investment (ROI) boxes: Each chapter begins with a summary of the critical points made within the chapter, providing a quick overview of the chapter.

  • It contains suggested resources: Each chapter ends with suggestions for where to look for more information.


© Copyright Pearson Education. All rights reserved.

Foreword

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