CSC532 Fall06

Supporting Supporting Workflow OverviewWorkflow Overview

CSC532 Fall 2006

Objectives: Supporting Objectives: Supporting WorkflowsWorkflows

Define the supporting workflowsDefine the supporting workflowsUnderstand how to apply the supporting Understand how to apply the supporting workflowsworkflowsUnderstand the activities necessary to Understand the activities necessary to configure a process for a projectconfigure a process for a projectComprehend the basic concepts of Comprehend the basic concepts of configuration and change managementconfiguration and change managementUnderstand the context of Project Understand the context of Project Management within the scope of a projectManagement within the scope of a project

CSC532 Fall 2006

Supporting Workflows: TopicsSupporting Workflows: Topics

IntroductionIntroductionEnvironment workflow conceptsEnvironment workflow conceptsConfiguration and Change Management Configuration and Change Management workflow conceptsworkflow conceptsProject Management workflow conceptsProject Management workflow conceptsCheckpointsCheckpoints

CSC532 Fall 2006

INTRODUCTIONINTRODUCTION

CSC532 Fall 2006

Supporting Workflows in Supporting Workflows in ContextContext

CSC532 Fall 2006

Process Process vsvs Supporting Supporting WorkflowWorkflow

Process WorkflowProcess Workflow

•• Development Development activitiesactivities

•• Stronger emphasis Stronger emphasis in specific phasesin specific phases

Supporting workflowSupporting workflow

•• Management and Management and infrastructure activitiesinfrastructure activities

•• Equal emphasis in all Equal emphasis in all phasesphases

CSC532 Fall 2006

Environment Environment WorkflowWorkflow

CSC532 Fall 2006

Environment Workflow in Environment Workflow in ContextContext

CSC532 Fall 2006

Objectives: Environment Objectives: Environment WorkflowWorkflow

Focuses on the activities necessary to Focuses on the activities necessary to configure the process for a projectconfigure the process for a projectDescribe the activities required to develop Describe the activities required to develop the guidelines in support of a projectthe guidelines in support of a projectProvide the software organization with the Provide the software organization with the processes AND tools that will support the processes AND tools that will support the development teamdevelopment team

CSC532 Fall 2006

Environment ArtifactsEnvironment Artifacts

CSC532 Fall06

EnvironmentEnvironment Workflow Workflow OverviewOverview

CSC532 Fall 2006

Process ConfigurationProcess Configuration

Two levels at which the software Two levels at which the software engineering process can be configuredengineering process can be configured

•• Organization LevelOrganization Level•• Project levelProject level

CSC532 Fall 2006

Concept: Development CaseConcept: Development Case

Configuring the Rational Unified Process Configuring the Rational Unified Process or the like at the projector the like at the project--process level, process level, requires the creation of a Development requires the creation of a Development CaseCase

•• A Development Case is a project specific A Development Case is a project specific instance of the Rational Unified Processinstance of the Rational Unified ProcessThe Development Case is created at the The Development Case is created at the onset of the project and ideally should onset of the project and ideally should undergo few modificationsundergo few modifications

CSC532 Fall 2006

Making the Development Case Making the Development Case AccessibleAccessible

Develop a minimal set of web pages for Develop a minimal set of web pages for the Development Case then access the the Development Case then access the Rational Unified Process via hyperlinksRational Unified Process via hyperlinks

CSC532 Fall 2006

Developing GuidelinesDeveloping Guidelines

Guidelines are captured at the beginning of Guidelines are captured at the beginning of the process and also as the project the process and also as the project progressesprogressesCapture guidelines forCapture guidelines for……

•• Business modelingBusiness modeling•• Use Case modelingUse Case modeling•• Design modelingDesign modeling•• ProgrammingProgramming•• TestingTesting

CSC532 Fall 2006

Configuration and Configuration and Change Management Change Management

WorkflowWorkflow

CSC532 Fall 2006

Configuration and Change Configuration and Change Management Workflow in Management Workflow in

ContextContext

CSC532 Fall 2006

Definition: Configuration & Definition: Configuration & Change ManagementChange Management

Configuration and Change Request Management Configuration and Change Request Management control change to, and maintain the integrity of, control change to, and maintain the integrity of, a projecta project’’s artifactss artifacts

-- (SEI CMM)(SEI CMM)-- Configuration of your project Configuration of your project –– toward software toward software

construction/buildconstruction/build-- Control and manage new Control and manage new

features/enhancements as well as defects features/enhancements as well as defects

CSC532 Fall 2006

Configuration & Change Configuration & Change Management ArtifactsManagement Artifacts

CSC532 Fall 2006

Configuration & Change Configuration & Change Management OverviewManagement Overview

CSC532 Fall 2006

The Major Aspects of a CM The Major Aspects of a CM SystemSystem

Change Request ManagementChange Request ManagementConfiguration ManagementConfiguration ManagementChange TrackingChange TrackingVersion SelectionVersion SelectionSoftware ManufactureSoftware Manufacture

CSC532 Fall 2006

Change Request ManagementChange Request Management

Provide a mechanism to associate any Provide a mechanism to associate any modifications to your projectmodifications to your projectProvide multiple interfaces for mixed platform Provide multiple interfaces for mixed platform supportsupportAllow for easy submission from any member of Allow for easy submission from any member of the teamthe teamFlexible customization of request lifecycleFlexible customization of request lifecycleUnderstanding of assignments and prioritiesUnderstanding of assignments and priorities

CSC532 Fall 2006

Change Request ManagementChange Request Management

Metrics and reporting to assess quality of Metrics and reporting to assess quality of productproductEasy to access to project status Easy to access to project status informationinformationUnderstanding of resource allocationUnderstanding of resource allocationIntegration with CM for full traceabilityIntegration with CM for full traceability

CSC532 Fall 2006

Configuration Management Configuration Management (CM) Plan(CM) Plan

ResponsibilitiesResponsibilitiesToolsToolsEnvironment, InfrastructureEnvironment, InfrastructureIdentification methodsIdentification methodsChange Control BoardChange Control BoardChange Request Processing and ApprovalChange Request Processing and ApprovalConfiguration Status AccountingConfiguration Status Accounting

CSC532 Fall 2006

Creating the CM ReportCreating the CM Report

Use the MS Word template provided in the Use the MS Word template provided in the Rational Unified ProcessRational Unified Process

CSC532 Fall 2006

Change RequestChange Request

IdentificationIdentificationProblem DescriptionProblem DescriptionProposed ChangeProposed ChangeResolutionResolutionAssessmentAssessmentDispositionDisposition

CSC532 Fall 2006

Submitting a Change RequestSubmitting a Change Request

Submit a change request using ClearQuestSubmit a change request using ClearQuest

CSC532 Fall 2006

Change Control BoardChange Control Board

Ensures all proposed changes receive Ensures all proposed changes receive technical analysis and reviewtechnical analysis and reviewApproves all changes to baseline Approves all changes to baseline configuration itemsconfiguration itemsPrioritizes all approved changesPrioritizes all approved changesEnforces the change request processEnforces the change request process

CSC532 Fall 2006

Project Management Project Management WorkflowWorkflow

CSC532 Fall 2006

Project Management Workflow Project Management Workflow in Contextin Context

CSC532 Fall 2006

Objectives: Project Objectives: Project ManagementManagement

To provide a framework for managing To provide a framework for managing softwaresoftware--intensive projectsintensive projectsTo provide practical guidelines for To provide practical guidelines for planning, staffing, executing and planning, staffing, executing and monitoring projectsmonitoring projectsTo provide a framework for managing riskTo provide a framework for managing risk

CSC532 Fall 2006

Objectives: Project Objectives: Project ManagementManagement

NOTNOT

•• Managing peopleManaging people•• Managing budgetManaging budget•• Managing contractsManaging contracts

CSC532 Fall 2006

Project Management ArtifactsProject Management Artifacts

CSC532 Fall 2006

Project Management OverviewProject Management Overview

CSC532 Fall 2006

Inception PhaseInception Phase

Evaluation Criteria:Evaluation Criteria:•• Stakeholder concurrence on scope definition Stakeholder concurrence on scope definition

and cost/schedule estimatesand cost/schedule estimates•• Requirements understanding for the primary Requirements understanding for the primary

use casesuse cases•• Credibility of the estimates, priorities, risks, Credibility of the estimates, priorities, risks,

development process, etc.development process, etc.

CSC532 Fall 2006

Inception PhaseInception Phase

•• Depth and breadth of architectural Depth and breadth of architectural prototype (optional)prototype (optional)

•• Actual expenditures versus planned Actual expenditures versus planned expendituresexpendituresMilestone: Lifecycle Objectives (LCO)Milestone: Lifecycle Objectives (LCO)

CSC532 Fall 2006

Elaboration PhaseElaboration PhaseEvaluation Criteria:Evaluation Criteria:

•• Vision of the product is stableVision of the product is stable•• Requirements understanding (useRequirements understanding (use--case case

model >= 80% complete and model >= 80% complete and supplementary specifications complete)supplementary specifications complete)

•• Executable architecture Executable architecture baselinedbaselined and stableand stable•• Major technical risks Major technical risks ‘‘retiredretired’’•• Sufficient software development plan for Sufficient software development plan for

constructionconstruction

CSC532 Fall 2006

Elaboration PhaseElaboration Phase

•• Stakeholder agreement that the vision can Stakeholder agreement that the vision can be met with the plan and architecture in be met with the plan and architecture in placeplace

•• Actual expenditures versus planned Actual expenditures versus planned expendituresexpendituresMilestone: Lifecycle Architecture (LCA)Milestone: Lifecycle Architecture (LCA)

CSC532 Fall 2006

Construction PhaseConstruction Phase

Evaluation Criteria:Evaluation Criteria:•• Complete product of sufficient quality Complete product of sufficient quality

availableavailable•• Deployment plan readyDeployment plan ready

PackagingPackagingPricingPricingRollRoll--outoutSupportSupport

CSC532 Fall 2006

Construction PhaseConstruction Phase

TrainingTrainingProductionProductionTransition strategyTransition strategy

•• User documentation availableUser documentation availableMilestone: Initial Operational Capability Milestone: Initial Operational Capability (IOC) (IOC) ““betabeta””

CSC532 Fall 2006

Transition PhaseTransition PhaseEvaluation Criteria:Evaluation Criteria:

•• Previous products and artifacts, updated as Previous products and artifacts, updated as necessarynecessary

•• Customer/user acceptance of released Customer/user acceptance of released productproduct

•• PostPost--mortem analysis of the organizationmortem analysis of the organization’’s s performance; additional assets; potential performance; additional assets; potential evolutionsevolutionsMilestone: Product Release (Milestone: Product Release (““GAGA”” or general or general availability release)availability release)

CSC532 Fall 2006

Major Milestones: Business Major Milestones: Business Decision PointsDecision Points

CSC532 Fall 2006

Concept: IterationConcept: Iteration

One pass through a sequence of process One pass through a sequence of process workflows. From a development perspective the workflows. From a development perspective the software lifecycle is a succession of iteration, software lifecycle is a succession of iteration, through which the software develops through which the software develops incrementallyincrementally

CSC532 Fall 2006

Project Management Workflow Project Management Workflow in Contextin Context

CSC532 Fall 2006

Beyond Transition: Beyond Transition: Development CyclesDevelopment Cycles

A development cycle includes one A development cycle includes one execution of all four phases and produces a execution of all four phases and produces a software generationsoftware generationMost software systems require multiple Most software systems require multiple cyclescycles

•• An initial development cycle leading to the An initial development cycle leading to the initial deliveryinitial delivery

CSC532 Fall 2006

Beyond Transition: Beyond Transition: Development CyclesDevelopment Cycles

•• Subsequent cycles to maintain and Subsequent cycles to maintain and enhance the systemenhance the systemCycles may be sequential, but Cycles may be sequential, but more commonly overlapmore commonly overlap

CSC532 Fall 2006

Strategies for Iterative Strategies for Iterative DevelopmentDevelopment

CSC532 Fall 2006

Minor Milestones: Technical Minor Milestones: Technical Visibility PointsVisibility Points

CSC532 Fall 2006

Minor Milestones: Iteration Minor Milestones: Iteration Feedback LoopFeedback Loop

CSC532 Fall 2006

Iteration PlanningIteration Planning

Define Objective evaluation criteriaDefine Objective evaluation criteriaIdentify what concrete, measurable Identify what concrete, measurable artifacts will be developed or updated and artifacts will be developed or updated and the activities required to build themthe activities required to build themUse a standard work breakdown structureUse a standard work breakdown structureUse estimates to assign duration and effort Use estimates to assign duration and effort to each activityto each activityAdjust as necessary to keep all numbers Adjust as necessary to keep all numbers within resource constraintswithin resource constraints

CSC532 Fall 2006

How many and How Long?How many and How Long?

How many iterations should be included in How many iterations should be included in the project plan?the project plan?How long should each iteration take?How long should each iteration take?Depends on a number of factors:Depends on a number of factors:

•• Size of the system being built: The larger Size of the system being built: The larger the system, the longer the durationthe system, the longer the duration

•• Number of people: The larger the number Number of people: The larger the number of people, longer the duration.of people, longer the duration.

CSC532 Fall 2006

Iteration ScopeIteration Scope

The scope of an iteration is driven by four The scope of an iteration is driven by four factors:factors:

•• The functionality required of the systemThe functionality required of the system•• The time allocated to the iteration in the Project The time allocated to the iteration in the Project

PlanPlan•• The top risks to the project The top risks to the project •• The phase and its specific objectivesThe phase and its specific objectives

CSC532 Fall 2006

Creating the Iteration PlanCreating the Iteration PlanFrom the tree browser, select templatesFrom the tree browser, select templatesSelect MS WordSelect MS WordScroll down to managementScroll down to managementClick on the Iteration Plan linkClick on the Iteration Plan linkSelect the Select the ‘‘Iteration PlanIteration Plan-- Word 97/2000 TemplateWord 97/2000 Template’’Save the file in a doc formatSave the file in a doc formatFill in your projectFill in your project’’s information in the appropriate s information in the appropriate sectionssections

CSC532 Fall 2006

Risk TermsRisk TermsRISKRISK-- whatever may stand in the way of our whatever may stand in the way of our successsuccessDIRECT RISKDIRECT RISK-- the project has a large degree of the project has a large degree of controlcontrolINDIRECT RISKINDIRECT RISK-- the project has little or no the project has little or no controlcontrolRisk attributes:Risk attributes:•• Probability of occurrenceProbability of occurrence•• Impact on the project (severity)Impact on the project (severity)

Risk magnitude indicator:Risk magnitude indicator:•• High, Significant, Moderate, Minor, LowHigh, Significant, Moderate, Minor, Low

CSC532 Fall 2006

Risk StrategiesRisk Strategies

Risk AvoidanceRisk Avoidance-- reorganize the project so that it reorganize the project so that it will not be affected by the riskwill not be affected by the riskRisk TransferRisk Transfer-- reorganize the project so that reorganize the project so that someone else bears the risksomeone else bears the riskRisk AcceptanceRisk Acceptance-- live with itlive with itRisk MitigationRisk Mitigation-- reduce the probability or impactreduce the probability or impactDefinition of a contingency planDefinition of a contingency plan-- what course of what course of action to take if the risk becomes an actual action to take if the risk becomes an actual problem (problem (““Plan BPlan B””))

CSC532 Fall 2006

Creating the Risk Creating the Risk Management PlanManagement Plan

From the tree browser, select templatesFrom the tree browser, select templatesSelect MS WordSelect MS WordScroll down to managementScroll down to managementClick on the Risk Management Plan linkClick on the Risk Management Plan linkSelect the Select the ‘‘Risk Management PlanRisk Management Plan-- Word Word 97/2000 Template97/2000 Template’’Save the file in a doc formatSave the file in a doc formatFill in your projectFill in your project’’s information in the s information in the appropriate sectionsappropriate sections

CSC532 Fall 2006

CheckpointsCheckpoints

CSC532 Fall 2006

CheckpointsCheckpointsDoes your team understand the process Does your team understand the process you will implement for the project?you will implement for the project?Have you set up a Change Control Board?Have you set up a Change Control Board?Have you defined procedures for managing Have you defined procedures for managing change?change?Do you know what your most important Do you know what your most important risks are?risks are?Have you decided how you will manage the Have you decided how you will manage the project risk?project risk?