Transcript PMBOK RUP Comparison

PMBOK /RUP Comparison
®
®
(part of the “Bridging the Gap” presentation series)
November 21, 2002
Ryan Schafer
PAGE Technologies, Inc.
Agenda
•
•
•
•
•
•
•
•
Objectives
Focus of this Presentation
Background of Rational Software and RUP®
Project Management in RUP®
Conceptual Similarities
Where RUP® Does and Does Not Parallel the
PMBOK®
Conclusion
Q&A
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
2
Intended Audience for this Presentation
• Individuals/teams who are implementing
Rational Unified Process (RUP ) or are
interested in leveraging it to assist with their
projects
• Teams that are already using the PMBOK
• Assumes little or no knowledge of RUP
• Assumes some prior knowledge and/or
experience with the PMBOK
®
®
®
®
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
3
Presentation Objectives
• Discuss the background of Rational
Software and RUP
• Discuss high level conceptual similarities
between the PMBOK and RUP
• Discuss where RUP does and does not
parallel the PMBOK
• Provide a starting point for teams looking to
integrate or leverage the two approaches
®
®
®
®
®
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
4
The Focus of this Presentation
Project
Management
PMBOK
Software
Development
Focus
of this
Presentation
RUP
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
5
The Project Management Body of
Knowledge (PMBOK )
®
• A project management guideline established in the 1990s
• Has become one of the leading references for project
management
• PMI describes the purpose of the guide is to “identify and
describe that subset of the project management body of
knowledge that is generally accepted¹”
• The artifact is broken into the following 9 management
knowledge areas:
•Integration
•Scope
•Time
•Cost
•Communications
•Quality
•Risk
•Human Resources •Procurement
(Continued…)
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
6
The Project Management Body of
Knowledge (PMBOK )
®
• Provides robust set of information on project
management
• Proposes an iterative approach to project
management
• Can be challenging to translate the theory to
reality
• Does not provide explicit workflows, activities,
roles, and artifact templates like the RUP®
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
7
Background of Rational Software
• A leading provider of integrated tools, services, and best
practices to software development groups
• Founded in 1981
• Selected vendor of 98 of the Fortune 100
• Rational’s Six Best Practices make up the foundation for the
Rational Unified Process (RUP )
• Rational offers many courses and certifications for both their
tools and best practices to IT Professionals
• Rational website is www.rational.com
• MN Rational Users Group (TCRUG) website is
www.tcrug.org
®
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
8
The Rational Unified Process (RUP )
®
• Rational describes RUP® as, “A disciplined approach to
assigning tasks and responsibilities within a development
group… to ensure the production of high-quality
software…2”
• Contains a collection of templates, guidelines, workflows,
and mentoring info to help users execute many different
types of software development projects
• Made up of 6 best practices:
•Develop Iteratively
•Model Visually (UML)
•Manage Requirements
•Continuously Verify Quality
•Use Component Architectures •Manage Change
(Continued…)
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
9
The Rational Unified Process (RUP )
®
• Contains 9 Disciplines, which execute its best
practices:
•Business Modeling •Implementation •Config & Chg Mng
•Requirements
•Test
•Project Management
•Analysis & Design •Deployment
•Environment
• Takes an iterative approach to software development
• Needs configuration to specific project/organization
needs
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
10
Project Management in RUP
®
• RUP’s® foundation is a software development
process, not a project management process
• Provides a project management discipline
• Goal of project management discipline is to
“present an approach to managing the project that
will markedly improve the odds of delivering
successful software²”
• Offers a whole range of activities and artifacts that
support traditional project management that don’t
solely reside in the PM discipline
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
11
RUP Overview
®
Phases and Disciplines
Workflows
Composed
Of
Roles, Activities, and Artifacts
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
12
Process Hierarchies - Overview
Phases
Process
Groups
Processes
Inputs, Tools & Techniques,
Outputs
Phases
Disciplines
Workflow Details
Roles, Activities, Artifacts
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
13
Conceptual Similarities: Phases
Both recommend dividing projects into multiple phases
PMBOK®
RUP®
• Doesn’t provide a definitive list
of phases, since it spans both IT
and non IT initiatives
• States that a typical project
would consist of: requirements,
design, build, test, startup, and
turnover
• Refers to a run through these as
a Project Life Cycle
• Projects are divided into several
phases to improve development
control, assess performance and
risk, etc.
• Lifecycle of RUP® is separated
into Inception, Elaboration,
Construction, and Transition
• Refers to a run through these as
Development Cycle
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
14
Conceptual Similarities: Process Groups vs.
Disciplines
Both divide phases into defined, repeatable areas
PMBOK®
RUP®
•
• Divides phases into iterations
consisting of disciplines
• Disciplines are: Business
Modeling, Requirements,
Analysis and Design,
Implementation, Test,
Deployment, Environment,
Project Management,
Configuration, and Change
Management
• Disciplines “show all activities
you may go through to produce a
particular set of artifacts²”
•
•
Divides phases into iterations
consisting of process groups
Process Groups are: Initiating,
Planning, Executing,
Controlling, and Closing
Process groups in the iteration
“describe, organize, and
complete the work of the
project¹”
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
15
Conceptual Similarities: Processes vs.
Workflow Details
Both further decompose into defined, repeatable areas
PMBOK®
RUP®
• Divides Process Groups into
one or more processes
• Processes are spread across
9 management knowledge
areas: Integration, Scope,
Time, Cost, Quality, Human
Resources,
Communications, Risk, and
Procurement
• Processes are “a series of
actions bringing about a
result¹”
• Divides Disciplines into
workflow details
• Workflow details are, “a
grouping of activities that
are done "together",
presented with input and
resulting artifacts²”
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
16
Conceptual Similarities: Lowest Level
Both further decompose into a defined set of activities and artifacts
PMBOK® divides each
process into:
RUP® divides each workflow
detail into:
•
• Roles: “A definition of the behavior
and responsibilities of an individual,
or a set of individuals working
together as a team, within the context
of a software engineering
organization²”
• Activities: “A unit of work a role may
be asked to perform²“
• Artifacts: “A piece of information that
(1) is produced, modified, or used by
a process, (2) defines an area of
responsibility, and (3) is subject to
version control²”
•
•
Inputs: “Documents or
documentable items that will
be acted upon¹”
Tools & Techniques:
“Mechanisms applied to the
inputs to create outputs¹”
Outputs: “Documents or
documentable items that are
a result of the process¹”
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
17
Process Hierarchies
Examples
requirements, design, build, test, startup,
Phases
turnover
Process
initiating, planning, executing,
Groups
controlling, closing
project plan development, project plan
Processes
execution, integrated change control, etc.
constraints, project planning
Inputs, Tools & Techniques,
methodology, project plan, etc.
Outputs
Examples
Phases
Disciplines
Workflow Details
Roles, Activities, Artifacts
inception, elaboration, construction,
transition
business modeling, requirements,
analysis and design, implementation, etc.
conceive new project, monitor & control
project, close-out project, etc.
project manager, identify and assess
risks, business case, etc.
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
18
Conceptual Similarities: Phases
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
19
Conceptual Similarities: Process Groups
vs. Disciplines
PMBOK® Process Groups
RUP® Disciplines
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
20
Conceptual Similarities: Organizational
Influence and Assessment
• Both recognize importance of organizational influences on
initiatives
• PMBOK®
• Addresses different kinds of organizational structures early on in PMBOK
• Discusses how those structures impact the role of project manager and project team
• Provides detailed information on the types of organizational structures (functional,
matrix, project, etc.), and how they might impact human resources and the project
• Discusses potential impact of social, economic, and environmental issues
• Recognizes different aspects of organizations besides structure that might impact the
initiative as well, including culture, maturity, style, etc.
• Definition and roles of stakeholders are addressed, as well as influences
stakeholders can have on an initiative
• Addresses the approach to influencing, identifying, and managing change as brought
on by the organization (and all other sources)
(Continued…)
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
21
Conceptual Similarities: Organizational
Influence and Assessment
• RUP®
• Takes in depth approach to assessing the development organization and
stakeholders
• Utilizes the Assess Current Organization activity and Development
Organization Assessment artifact as primary tools to identify
organizational factors that will affect change
• Addresses approach to identifying and managing change as brought on
by the organization (and all other sources)
• Identifies the Process Engineer as the role to perform the organization
assessment
• Provides detailed step by step approach to performing evaluation of the
organization
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
22
Conceptual Similarities: Phase Assessments
Both recommend performing assessments at the end of
each phase
PMBOK®
RUP®
• Phase-end reviews take place at
conclusion of each project phase
• Key deliverables are reviewed and
performance is measured to
determine if the project should
continue
• Errors are identified for correction
• Reviews are called phase exits,
stage gates, or kill points
• Takes place at conclusion of each
project phase
• Assessment is performed to
determine whether the objectives
of the phase have been met, and if
the project should continue
• Errors are identified for correction
• Assessment is called the Lifecycle
Milestone Review
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
23
Conceptual Similarities: Tailoring
• Both:
• Acknowledge that no two projects are exactly alike
• Mention that the sum of their contents is intended to
provide a guideline to assist the teams that deliver the
project
• State that not all of the processes or artifacts will be
needed on every project
• The above bullets should be seriously taken to
heart by teams seeking to leverage the knowledge
contained in them
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
24
Where RUP Parallels the PMBOK
®
®
• The purpose of Project Management in RUP® is²:
• To provide a framework for managing software-intensive projects.
• To provide practical guidelines for planning, staffing, executing, and
monitoring projects.
• To provide a framework for managing risk
• The Project Management discipline focuses mainly on the
important aspects of an iterative development process²:
• Risk management
• Planning an iterative project, through the lifecycle and for a particular
iteration
• Monitoring progress of an iterative project, metrics
• The workflows, roles, activities, and artifacts in RUP® that parallel
the knowledge areas of the PMBOK® reside in more than just the
project management discipline
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
25
RUP Workflow Details that Directly
Parallel the PMBOK
®
®
•
•
•
•
Analyze the Problem
Understand Stakeholder Needs
Define the System
Manage the Scope of the System
Managing Changing Requirements
•
•
•
Define Evaluation Mission
Verify Test Approach
Test and Evaluate
Achieve Acceptable Mission
Deployment
•
•
Plan Deployment
Manage Acceptance Test
•
Plan Project Configuration and Change
Control
Monitor and Report Configuration Status
Manage Change Requests
Project Management Discipline (All)
•
•
•
•
•
•
•
•
Analysis and Design
Implementation
Test
•
•
•
•
Configuration and Change Management
•
Assess Business Status
Requirements
•
•
•
•
•
•
•
•
•
Business Modeling
Conceive New Project
Evaluate Project Scope and Risk
Develop Software Development Plan
Plan for Next Iteration
Manage Iteration
Close-out Phase
Close-out Project
Monitor & Control Project
Environment
•
•
Prepare Environment for Project
Prepare Environment for an Iteration
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
26
Where RUP Does Not Parallel the
PMBOK
®
®
• The RUP® does not cover issues such as²:
• Managing people: hiring, training, coaching
• Managing budget: defining, allocating, and so forth
• Managing contracts, with suppliers and customers
• Accordingly, RUP® does not strongly parallel the following
PMBOK® knowledge areas:
•
•
•
•
Project Cost Management
Project Human Resource Management
Project Communications Management
Project Procurement Management
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
27
Conclusion
• Rational Software and RUP are significant factors
in the software development field
• There are several similarities in approaches
between the PMBOK and RUP
• There several areas where RUP does and does not
parallel the PMBOK
• If your organization uses either PMI’s® or RUP’s®
process for projects, discover where one can
augment the other.
®
®
®
®
®
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
28
Closing Notes
• Remember, RUP’s® origins are in
development process not project
management process
• Rational is looking to expand RUP’s®
support of project management in the future
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
29
About PAGE Technologies, Inc.
•
PAGE Technologies, Inc. is a technical solutions firm
dedicated to dramatically improving the quality and
effectiveness of information technology through the
adaptation of emerging software standards and best
practices.
• We assist our clients to improve their IT capabilities with
emphasis on Project Management, Emerging Software
Architectures and Business Process Improvement.
• Our solution model is based on an iterative approach
featuring Discovery, Delivery and Evaluation phases.
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
30
Thank you!
• If you have further questions please:
• Give us a call or email:
Rob Page
(952) 934-9999 x202
[email protected]
Deborah Notermann
(952) 934-9999 x203
[email protected]
Ryan Schafer
(952) 934-9999 x258
[email protected]
• Visit our website: http://www.pagetechnologies.com
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
31
Questions?
Footnotes
•¹ PMBOK Guide 2000
•² RUP Version 2002.05.00
•“PMI” is a service and trademark of the Project Management Institute, Inc.
which is registered in the United States and other nations
•"PMBOK" is a trademark of the Project Management Institute, Inc. which is
registered in the United States and other nations
•“PMP” and the PMP logo are certification marks of the Project Management
Institute which are registered in the United States and other nations
Copyright PAGE Technologies, Inc., Proprietary, 2002
www.pagetechnologies.com
32