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The Enterprise Unified Process: Extending the Rational Unified Process Paperback – Feb 11 2005
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From the Inside Flap
The Enterpise Unified Process: Extending the Rational Unified ProcessThe Enterpise Unified Process: Extending the Rational Unified ProcessPreface
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 stakeholdersit 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 crossroadseither 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 RUPtwo new phases and eight new disciplinesmaking 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.
From the Back Cover
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.See all Product Description
Most Helpful Customer Reviews on Amazon.com (beta)
Enterprise thinking is not about thinking "bigger", it's about thinking differently. The Enterprise Unified Process is a qualitative leap forward that will change the scope of your project from simply a development lifecycle to a SYSTEM lifecycle. The authors aptly recommend that if you are not yet using an iterative process, then you should first adopt the Rational UP, Scrum, FDD or other project-focused development process. But if your needs go beyond merely managing or executing development projects, you will need to move to the EUP.
Structurally, the EUP builds on the RUP, and augments RUP to address the needs of an enterprise rather than just software development. Structurally, the EUP adds two new phases to RUP: the Production phase and the Retirement Phase. The Production phase begins after RUP's Transition phase, and this is where each release of software spends its entire life after it is developed. The activities of the Production phase focus on keeping your software and systems running, backed-up, and that defect reports are being addressed. The Retirement phase defines the activities involved in removing software, or a system, from production. Retirement is a complex process that can be accomplished all-at-once, or incrementally over time, but retirement always requires coordination with other processes in your organization.
EUP adds a new support Discipline to RUP: the Operations and Support Discipline. This discipline includes disaster planning and recovery, service-level agreements between operations and support teams, and addressing end-user questions and problem reports for systems in production.
But EUP goes far beyond vanilla RUP with the addition of "Enterprise Management Disciplines" that are specific and unique to the enterprise context. Here, EUP introduces the disciplines and associated roles and activities for:
* Enterprise Business Modeling
* Portfolio Managment
* Enterprise Architecture
* Strategic Reuse
* People Management
* Enterprise Administration
* Software Process Improvement
Each discipline is explained clearly with discussion of the workflows that are executed, sample case studies, tools that can assist you in the discipline, and--my favorite--"anti-patterns" for each discipline. For me the anti-patterns helped me to better understand each discipline's goals.
If you are familiar with RUP, you should have a feeling now for how much RUP does not address for the enterprise, and how much the EUP has to offer. But how can an organization move to EUP? Luckily, the authors conclude the book with sound recommendations on adopting the EUP. If you are involved with, or responsible for, software development to support your company's business goals, this book will help you understand the many dimensions that RUP does not begin to address.
First, the the RUP Transition is expanded into Transition, Production and Retirement. By explicitly bringing a complete cycle view of development key IT asset issues are addressed which otherwise might be omitted. Ditto for adding Strategic Reuse and Software Process Improvement - these are tough issues to handle. For example, many eXtreme Programming adherents are dead set against any amounts of time spent on Reuse and Strategic Improvements; but Scott and company set some disciplined guidelines for both processes.
But the most important contribution of the book is to set reasonable goals for modeling and planning- in effect, EUP strives to make these activities deliver clear benefits measured better team communications, consensus building and measurable targets and process goals. Agile uses models as tests of design.
So what is missing, since we rated this 4 on 5. First, although the book does treat risk management it does not use it as a guide to process effectiveness - those models and plans and every step of the EUP process better help reduce the risks of a project or one of its phases going awry or they have failed to deliver. See Boehm and Turner's Balancing Agility and Discipline for the risk based approach to project management. Second, SOA-Service Oriented Architectures and Web Services are changing the nature of development profoundly because they up the value of workflow and integration between systems (long neglected in IT projects). As noted EUP catches some of this but unfortunately does not look at the specific ramifications.
But overall this book is conundrum challenging - its a disciplined and fruitful look at making a structured planning process more agile.
The focus of EUP is to enhance the commonly accepted Rational Unified Process (RUP). The authors have added new disciplines to RUP that include business modeling, portfolio management, enterprise administration, reuse, enterprise architecture and process improvement. The introduction of business modeling into the overall process is essential to weave IT processes and disciplines into the most essential driver of any systems initiative - the business. The enterprise architecture discussion was also refreshing given that many organizations have forgone this discipline and have created redundant, stovepipe applications and data structures that significantly stifle business agility.
The "Reuse" chapter raises the rarely deployed reuse strategy. It is critically important to not replicate business processes, models, systems, data structures, source code and interfaces. The costs and risks of trying to keep parallel assets synchronized have been written about extensively. This book promotes the idea that reuse is just another aspect of the enterprise unified process. It is also one of the few discussions about reuse that recognizes the value of harvesting existing assets.
Also of note is the portfolio management discussion that focuses attention on the need to incorporate project management with application management. It should be noted, however, that portfolio management has much less focus on applications than the traditional industry definition as promoted by Gartner, Inc.
Finally, this book makes great use of tips, tool references and citations to books or papers that readers can use to expand on their understanding of a given topic. The last chapter of the book takes a realistic and honest look at deploying the enterprise unified process, including its possible retirement.
I quite liked this book. Although it doesn't give enough emphasis to conceptual data analysis (something RUP has always been weak on), it has loads of useful, practical content that make it a worthwhile addition to the literature.
EUP thoughtfully guides us through supporting that system while in production and then eventually retiring such a system.
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