Top ten elements of the Rational's unified modeling process
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The primary is to grasp the top ten elements of the need to point to the elements, gradually incrementing this lesson to RUP's ten elements. 1. Develop a foreground 2. Decoction 3. Identify and reduce risk 4. Assign and track tasks 5. Check Business Reasons 6. Designing Component Architecture 7. Incremental Construction and Testing of Products 8. Verification and Evaluation Results 9. Management and Control Change 10. Provide user support for very small projects for growth for growth for growth for growth Project Team For all items of other feature reference materials to this article
Leeslee Probasco 2004 June
In order to effectively apply the Rational Unified Process (RUP), you must first understand its key goals, and figure out why every goal is important. How do they combine together, help your development team to meet the needs of the people, produce quality Product.
The first thing is to seize the point in the evening, my neighbors randy came to help. He is preparing for weekend camping and hiking, but I don't know what to bring something. He knows, I often lead and participate in the wild travel, and I can quickly decide what to stuff in a limited parcel, he remembers that I have given him, I have a list I have all the equipment and clothes I have. . "So, can I borrow that list?" He asked. "Of course, but I am afraid it is not big." I explained. You see, there are hundreds of items in my outing equipment, involving many types of out, climbing from the backpack to skiing, travel time from a few days of short-distance travel to many days of expeditionary exploration. I know that if there is no corresponding guide, Randy will fall into a lengthy list, can't get a clear, what is his relatively simple out, what he really needs. Beginning in elements, gradually increasing, I have shown that Randy has already installed those things in the bag of his drum capsule. We can see if he can bring less to reduce the burden, or there is no belt. After a while, I am already able to affirm that he is really missing, but an understanding of the wild travel, that is, can't catch the field travel. I took out a blank paper and list the following ten items: (1)
Map (MAP) Compass (Compass) Sunglasses and sunglasses and sunscreen Additional food and water (Extra clothing) Head (headLamp), headlights, headlights (First-AID) Kit) Knifez Knife (Knife) "You see, randy. This is what you really need. If you start from this top ten elements, then, no matter what travel, then consider still need Increase what is much easier. "Many years ago, when I gatched the mountaineering, I rely on this list. Now I still use it, no matter how typical time I am prepared, how long it takes. The expansion or compression of each item depends on the travel itself. Beginning a short list, then expand it again, this is a way; starting with a lengthy list, then decide what is not adopted, this is another way. But compared to the former, the former is obviously much easier. Apply this lesson to RUP as I helped the project group to sort a lot of elements of RUP: "How do I sort all of this content? And decide which elements do you need in my project? "" RUP includes so many information. It must be for big projects - I really can use it in my small project? "I concluded that these people really need" RUP's top ten elements ", Just like I have a simple list of friends randy. This RUP list can be used as an rationale for any project, regardless of small projects, medium-sized projects or large projects. This list focuses on what I call it "essence or element", may be RUP, or may be any effective software process. The Iterative Development Cycle Model is previously in the swamp of the detail of a particular topic before all members have realized the key process elements required to submit qualified products. Then, when the project is dragged, everyone will blame certain activities that have been excessively emphasized, or blame everyone does not understand certain activities in their use. "Hey, I have already told you demand management (or use case, collect Project metrics, use configuration management, use defect tracking tools, one or a few of the project status conference) will slow down our progress! You don't believe! "There is a" essence or element "list to make team members a more System, more comprehensive way to think and implement the entire software development process. Once a process framework or "architecture" is in place, team members can face and process a single problem domain (I have to recognize most of the time, the demand management should be at the top of the list). Similarly, you can identify obvious problems and related risks at the beginning, and it is also important to determine their priority, so that the team can take the corresponding solution or alleviation countermeasures as needed in the early days. The ten elements of RUP then, what should I include in the top ten elements of RUP? Here is my opinion:
1. Developing Prospects 2. A plan 3. Identify and reduce risk 4. Assign and track tasks 5. Check business reasons 6. Design component architecture 7. Incremental construction and testing of products 8. Verification and evaluation results 9 Management and control change 10. Provisioning user support allows us to examine these elements one by one, see where they are suitable for RUP, find out how they can become ten elements. 1. Developing a prospect with a clear future is to develop a key to the product that meets the real needs of the people. The prospect has grasped the key points of the RUP demand process: analysis issues, understanding the needs, defining the system, manages demand when demand changes. The foreground provides a high-level technical requirement for more detailed technical requirements, sometimes it is a contractual basis. As this term is implied, it is a clear, usually a high-level view, which can be borrowed by any decision maker or implemented in the process. It captures very high-level demand and design constraints, allowing the readers of the foreground to understand the system to be developed. It also provides the input of the project approval process, so it is closely related to business reasons. Finally, due to the foreground "What is the project?" And "Why do you want this project?", The foreground can be used as one of the ways to verify future decisions. The statement on the foreground should be able to answer the following questions, and if these problems can be divided into smaller, more detailed issues:
What is the key term? (Vocabulary) What is the problem we try to solve? (Problem) Who is the public? Who is the user? What is their respective needs? What is the characteristics of the product? What is the functional demand? (Use case) What is the non-functional demand? What is the design constraint? 2. The quality of the plan "The quality of the product will only be as good as the product plan." (2) In RUP, the Software Development Plan (SDP) integrates the various information required for management projects, may include some at the first stage. Developed separate content. SDP must be maintained and updated throughout the project. SDP defines project schedules (including project planning and iterative plans) and resource requirements (resources and tools), which can track project progress based on project schedules. At the same time, it also guides planning of other process content: project organization, demand management plan, configuration management plan, problem solving plan, QA plan, test plan, assessment plan, and product acceptance plan. The format of the software development plan is far from planning activities themselves and the idea of driving these activities. Just as Dwight D.Eisenhower said: "Plan is not, Planning is everything." "Dancheng Plan" - and the list 3, 4, 5, 8 in the list - grab the point of the RUP project management process. The project management process includes the following activities: conceive projects, assessing project size and risks, monitoring and control projects, planning, and evaluating each iterations and stages. 3. One of the main points of the logo and decrease RUP is to identify and process the greatest risks early in the project. Every risk identified by the project group should have a corresponding mitigation or solution plan. The risk list should be used as a planning tool for project activities, as a basis for determining iterations. 4. Allocation and tracking tasks are important in any project, that is, continuous analysis derived from the objective data of the active activities and evolutionary products. In RUP, regular project status assessment provides mechanisms that describe, communicating, and resolving management issues, technical issues, and project risk. Once these obstacles (fences) have found these obstacles (fence), they specify all these issues and specify the solution. The progress should be tracked regularly, if necessary, the update should be released. These projects "snapshot" highlight problems that need to be careful. Over time / although the cycle may change, regular assessments make managers to capture the history of the project and eliminate any obstacles or bottlenecks that limit the progress. 5. Check business reasons provide the necessary information from the perspective of business to determine if a project is worth investing. Business reasons can also help to develop an economic plan they need to implement prostate project. It provides a reason for the project and establishes economic constraints. When the project continues, analysts use business reasons to correctly estimate the return on investment (ROI, Return On Investment). Business reasons should create a short but leading reason, rather than in-depth research issues, so that all project members are easy to understand and remember. In key milestones, managers should review business reasons, calculate actual cost, expected returns, decide whether the project will continue. 6. Designing Component Architecture In RUP, a software system architecture refers to an organization or structure of a system key component, and the components interacts through an interface, and the component consists of some smaller components and interfaces. What is the main part? How do they combine it? RUP provides a very systematic approach for design, development, and verification framework. The following steps are included in the analysis and design process: define candidate architecture, refine architecture, analytical behavior (use case analysis), and design components. To state and discuss the software architecture, you must first create a framework representation to describe the important aspects of the architecture.
In RUP, the architecture represents the software archive document, which provides a plurality of views to the architecture. Each view describes a certain aspect of a group that is concerned about a group of people concerned. There are end users, designers, managers, system engineers, system administrators, and so on. This document enables system architects and other project group members to effectively communicate with major decisions related to the architecture. 7. Incremental construction and testing of the product in RUP, the point of implementation and testing process is the incremental encoding, build, test system components in the entire project lifecycle, generates at the end of each iteration after the first Execute the version. In the late stage of the refining phase, there is already an architecture that can be used to evaluate; if necessary, it can include a user interface prototype. Then, in each iteration of the build phase, the components are constantly integrated into executable, and the test-based version is constantly evolving to the final product. Dynamic prompt configuration management and review activities are also the key to this basic process element. 8. Verification and evaluation results as the name suggests, RUP iterative evaluation captures the result of iteration. The assessment determines the degree of iteration to meet the evaluation criteria, and also includes the lessons learned and implemented. According to the scale and risk of the project, the assessment can be a simple record for demonstration and results, or a complete, formal test review record. The key to this is to pay attention to the problem of process issues and pay attention to product issues. The sooner the problem, the more no problem. 9. Management and Control Change RUP's configuration and change management processes are the size of management and control of the project when the change occurs and runs throughout the life cycle. Its purpose is to consider all related needs, as well as satisfaction, while still delivering qualified products in time. After the user gets the first prototype of the product (often asking for changes before this), they will ask for changes. It is important that the proposed and management processes are always consistent. In RUP, the change request is typically used to record and track the requirements of defects and enhancements, or any other type of change request proposed by the product. Change requests provide corresponding means to assess a potential impact of a change, and record the decisions made to these changes. They also help ensure that all project group members can understand the potential impact of changes. 10. Provides user support in RUP, deploying processes is to pack and deliver products, while delivering any necessary materials that help end users learn, use and maintain products. The project group is at least to provide users with a user guide (may be provided through online help), and there may be a installation guide and version release instructions. Depending on the complexity of the product, users may also need the corresponding training materials. Finally, which materials should be delivered together with the product through a material list (BOM table, i.e., Bill of Materials). Regarding the demand, someone who has seen my elements list may not agree with my choice. For example, he will ask, where is the demand? Are they not important? I will tell him why I didn't include them. Sometimes, I will ask a project group (especially internal project project group): "What is your needs?", The answer is: "We don't have any needs." Just started with this very surprising ( I have a military aerospace development background.). How can they have no demand? When I ask for further inquiries, I found that demand means that the external proposed mandatory statement is required, otherwise the project acceptance cannot be passed. But they did not get such a statement. Especially when the project team fell into the situation developed while researching, the product demand was evolved from the beginning to the end. Therefore, I will then ask them another question: "Ok, then what is your product's prospects?" At this time their eyes lit up.
Then, we have communicated on the first factor ("Developing a Prospect"), and the demand will naturally flow. Perhaps only for project groups work according to contracts with clear needs, in the list of elements It is useful to joining "satisfying demand". Remember, my list means only a starting point for further discussion. Summary: The application of the top ten elements is then found that after the ten elements of RUP, how can I bring fundamental changes to my career? There are some suggestions here to help us deal with all kinds of projects. For very small projects, first, if you ask me, in a very small, there is no experience in the project group (I learned RUP), how to use the RUP and RATIONAL development tools to construct a simple product, I will share with him. Ten elements list so that the project team is not crushed by the Dialect of RUP and the function of Rational Suites. In fact, ten elements can be implemented even if there is no automation tool. Manage a small project, a project notebook is already a very good starting point, you can divide it into a ten part, each part of a element of the top ten elements. (I also found that it is very useful for the management and tracking of small project change requests and determination of the priority of the change.) Of course, when a project is large, the above application is simple when the scale and complexity increases The method will become uncomfortable soon, and the demand for automation tools is more obvious. However, I am still willing to encourage the leaders of the project to apply the top ten elements and RUP "best practices", which will gradually increase the support tool, rather than trying to use a full range of Rational Suites. For mature project teams for mature project teams, it may already use some software process and using the Case tool, and the top ten elements can provide a quick evaluation method to assess the balance of key process elements, identify them and Determine the improved priority. For all items of course, each item is not quite the same, some items do not really need all elements. In these cases, it is important to consider: If your team ignores what is wrong after a certain element. For example, as follows:
No prospect? You will lose your direction, walk a lot of detours, and waste our efforts in a result. No plan? You will not be able to track progress. There is no risk list? Your project will fall into the danger of "Focus on the wrong question", it may be knocked down by a mine that has not been detected and pays for five months. No list of questions? There is no regular problem analysis and solving, small problems will evolve into big problems. No business reasons? You are at risk of spending time and money. The project is ultimately overridden or canceled. Does not architecture? You may not be able to process when communicating, synchronizing, and data access issues. You may also have problems in scalability and performance. No product (prototype)? You will not be able to test and lose our customers' trust. Didn't you evaluate? You will have no way to master the distance between the actual situation and the project objectives, budgets and deadlines. No change request? You will not be able to estimate the potential impact of the change, and you cannot determine the priority on the need to conflict, and you cannot notify the entire project group when implementing changes. Without user support? Users will not use the product to use the product, technical support staff will also submerge in a large number of support requests. Now you know, don't know the top ten elements are a very risky thing. I encourage you to use them as a starting point of the project group. Decide which is what you want, which is not what is to modify. Then, what other factors are still in your project (regardless of project size) success (guarantee the timely, non-budget delivery products, and truly meet the real needs of the people). Other elements of other organizations have also published a list of similar software engineering elements. IEEE Software Magazine has an article written by Steve McConnell on the 3/4 months of 1997, "Software's Ten Features". The software project manager network also has a list of "16 key software practices", which can be found on www.spmn.com. The KPAS (Key Process Areas, Key Process Area) of SEI-CMM can also be used as a feature list (see www.sei.cum.edu). References (1) See "The Freedom of The Hills", 6th edition, Mountaineers of Seattle published, 1997. (2) See "They Write the Right Stuff", Charles Fishman, Fast Company, Page 6, 95, December 1996.
