Software requirements rup roles

It should meet all requirements, be robust, and execute all its tasks as described in the use case. This model design functions as a blueprint for the rest of the process. The objective of implementation is to construct the full system. This is where components are tested and released. The objective of testing is to verify the proper integration of all the components and the software.

The testing phase is also where defects are identified and resolved. Testing does not only happen in the testing phase. The objective of applying a system is, naturally, successfully releasing a software system and enabling the user to work with the new system. It includes many activities described in the transitional phase 4, including:. Get Toolshero updates on new methods, models and theories! Join us. What do you think? Do you use this IT-tool, or will you be using it from now on?

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Join our learning platform and boost your skills with Toolshero. Did you find this article interesting? We are sorry that this post was not useful for you! Let us improve this post! Tell us how we can improve this post? When we tailor the RUP for a small project and reduce the artifact requirements accordingly, how does this compare to the equivalent of artifacts in an XP project?

Looking at the small project roadmap in the RUP, we see a sample RUP configuration has been configured to produce fewer artifacts as shown in Table 1. Although the granularity of the artifacts varies on both sides, in general the artifacts in the RUP for small projects the type XP would comfortably address map quite well to those of an XP project. Note that the Example Development Case for Small Projects also includes a few artifacts which are not covered by XP, but are needed on many projects.

These disciplines include: business modeling, requirements, analysis and design, deployment, and project management among others.

Activities are time-related through the artifacts they produce and consume: an activity can logically begin when its inputs are available and in an appropriately mature state.

This means that producer-consumer activity pairs can overlap in time, if the artifact state permits; they need not be rigidly sequenced. Activities are intended to give strong guidance on how an artifact should be produced, and they may also be used to help the project manager with planning.

Woven through the RUP as it's described in terms of lifecycle, artifacts, and activities are "best practices": software engineering principles proven to yield quality software built to predictable schedule and budget.

The RUP, through its activities and their associated artifacts supports and realizes these best practices - they are themes running through the RUP.

Note that XP uses the notion of "practices" as well, but as we shall see, there is not an exact alignment with RUP's concept of best practice. Actually, as noted earlier, XP's activities are closer in scope to the RUP's disciplines than to the RUP's activities, and much of what happens on an XP project in addition to its four basic activities will come from the elaboration and application of its practices.

For example, looking at Chapter 4, "User Stories," in Extreme Programming Installed , you'll find the heading, "Define requirements with stories, written on cards," and throughout the chapter there's a mixture of process description and guidance on what user stories are, and how and by whom they should be produced.

And it goes on that way; in the various sections of the XP books under headings that are a mixture of artifact-focused and activity-focused , both "things produced" and "things done" are described, to varying degrees of prescription and detail.

RUP's apparently high degree of prescription results from its completeness and greater formality in its treatment of activities and their inputs and outputs. XP does not lack prescription but, perhaps in its attempt to remain lightweight, the formality and detail are simply omitted. Lack of specificity is neither a strength nor a weakness, but the lack of detailed information in XP should not be confused with simplicity.

Not having details may be fine for more experienced developers, but in many cases, more details are a great help for new team members, and team members that are still getting up to speed with the team's approach to software development. With Activities, just as with Artifacts, it is important to keep focus on what we are trying to achieve. Carrying out an activity blindly is never a good practice.

Activities and associated guidelines are there to look at when you need them to achieve your objectives, but should not be used as an excuse for not having to figure out what you are trying to achieve. In the RUP, activities are said to be performed by roles or, more precisely, by individuals or groups playing roles. Roles also have responsibility for particular artifacts ; the responsible role will usually create the artifact and ensure that any changes made by other roles if allowed at all don't break the artifact.

An individual or group of people may perform just one role or several roles. A role doesn't have to be mapped to a only a single position or "slot" in an organization. References are made to these roles in some of the other XP books as well. When RUP roles are mapped to a small project as in the Software Development Plan Template for Small Projects , the number of XP-like roles that they correspond to is reduced considerably in that the number of positions, or job titles, is 5.

The RUP is a process framework from which particular processes can be configured and then instantiated. Such a tailored RUP process could accommodate many of XP's practices such as pair programming, test-first design and refactoring , but it still wouldn't be identical to XP because of RUP's emphasis on the importance of architecture, abstraction in modeling , and risk, and its different structure in time phases and iterations.

XP is intentionally directed at implementing a lightweight process for small projects. In doing so, it also includes descriptions at least in the books that are not fully elaborated. Concepts and prototypes, in many instances, are required in competitive bid situations, especially in the real estate industry for the selection of architects and design teams.

Detailed information with respect to schedule and budget is contained in the iteration plan. However, only the first iteration plan is contained in the course grain plan. Conversely, in the traditional project management approach, the project plan provides budget and schedule for the entire project developed by rolling up the schedule and cost information from the work package level bottom up. The purpose of a project management process is to ensure successful completion of the project, which places a greater emphasis on managing project activities by tracking actual vs.

In Solution Implementation, the emphasis is on managing project execution to ensure the timely completion of all planned work within budget and scope with the allotted resources.

The project manager's responsibility focus on tracking and controlling activities, including budgets, schedules, and scope. Project deliverables generally consist of contract and project reviews and status reporting. During Project Closeout, the emphasis is on performing the activities to effectively closeout the project.

The activities are administrative in nature and include documenting customer acceptance of work products, ensuring vendor work is complete and invoices paid, project documents completed and store in a central location, and capturing and publishing lessons learned for the organization. In fact, organizations can improve the software development process by incorporating modern project management techniques into the development process.

The answer can be found in debunking three myths or misconceptions. Myth 1: Project management techniques are not effective because requirements are evolving throughout the development life cycle.

During the Inception and Elaboration phases, requirements do evolve, as more information about the project becomes available. Software projects, or any project, are undertaken to address needs or to take advantage of certain opportunities in the marketplace. The project team, users, customers, management, and other stakeholders articulate these needs and define high-level requirements for the new application during the Inception phase.

The organization at this time also evaluates the financial and business implications for undertaking this new initiative. As the name implies, the requirements and business case are revised and better defined during the Elaboration phase. The project team has time to conduct due diligence on the technical systems and to develop prototypes to determine the effectiveness of alternative platforms or technologies and to define requirements in more detail.

During this phase, it is intended that requirements become more detailed rather expanding or a change in direction, unless caused by architectural constrains or significant changes in the business case. Upon achieving the Elaboration phase milestone, baseline requirements are established.

Additional requirements or changes to existing requirements may be justified. To resist the plethora of changes, project managers and the organization must establish and enforce change management procedures, as any change will impact schedule and budget. Myth 2: The iterative development approach does not allow for effective project planning. The course grain plan, which is also referred to as the project plan, identifies the number and approximate length of the iterations.

In addition, the course grain plan outlines what features and functionality will be coded during each iteration. SDA also includes a staffing plan and a high-level project schedule based on the number of planned iterations. While the project plan provides a general outline for accomplishing the project, the iteration plan s provides the appropriate level of detail that is normally provided at the work package level.

The iteration plan identifies goals for the iteration, including the capabilities being developed, risks being mitigated, defects being fixed and objective and measurable evaluation criteria for the software being developed in the iteration in addition to schedule and resource assignments Kruchten, Each iteration plan is prepared upon the satisfactory completion of the previous iteration.

Iterative development provides for more effective planning. It does not necessarily mean that less project planning is required. In addition, developers and other team members gain valuable experience and insight from early iterations can provide better scheduling data and results in better efficiencies in coding and testing during subsequent iterations.

Organizations spend considerable time and money on rolling out the process, understanding the tools, training their staffs on the process and in project management. This is a problem that is not limited to organizations using an object-oriented process or IT groups in general. Most organizations place a high value on technical competency and project management knowledge in promoting and selecting project managers.

Competency models are used by organizations to identify traits related to outstanding performance within professional, technical and managerial professions. ESI International's project management model ESI, is based on a Department of Defense study of program managers and was validated in a corporate environment.

In addition, this model can be applied across industry groups and project environments e. The ESI model identifies competencies that fall into four primary areas—leadership, achievement, problem solving, and influence.

It is important to note that technical ability is not included within the key competencies; however, this is not implying that a project manager should not be able to understand and articulate technical issues.

As a result, project managers must be able to gather and synthesize information quickly, make sound decisions with input from team members, and articulate positions and decisions in a clear and concise manner to stakeholders and team members.

Iterative development process also demands a project manager with leadership and persuasive skills for dealing with team members as technical members have a tendency to gold plate or over design. Organizations consist of varied and numerous processes.

It is not uncommon for activities to be guided by one or more processes. It is important to understand how the process guide or affect workflow. Project management methodology provides a framework for managing projects within an organization.