Chicago Rational User’s Group – October 14, 2009
<ul><li>What defines a good methodology? </li></ul><ul><li>Are you a Mad Hatter? </li></ul><ul><li>OPENUP Peek </li></ul><...
<ul><li>Criteria </li></ul><ul><ul><li>Compliance assures a higher percentage of successful projects </li></ul></ul><ul><u...
<ul><li>Project Management often feel like you are presiding over the tea party?  </li></ul><ul><ul><li>Projects late? </l...
<ul><li>How many projects are: </li></ul><ul><ul><li>“ New” development? </li></ul></ul><ul><ul><ul><li>Stick built  / dev...
11/03/09 The Nimblestar Group, Incorporated copyright - 2009 all rights reserved 5% to 15 % NEW Development 10% to 30% Enh...
11/03/09 The Nimblestar Group, Incorporated copyright - 2009 all rights reserved NEW Enhancement Repair KTLO Requirements ...
<ul><li>Offshore development </li></ul><ul><li>Lack of specifications from COTS packages </li></ul><ul><li>Time / dollar b...
 
 
 
<ul><li>“ You cannot control what you cannot measure”  </li></ul><ul><ul><li>- Tom DeMarco (circa 1983) </li></ul></ul><ul...
<ul><li>To improve software delivery capability -  teams must  </li></ul><ul><ul><li>scale agile practices  </li></ul></ul...
<ul><li>Project Related: </li></ul><ul><ul><li>Critical Situations </li></ul></ul><ul><ul><li>Defect count / severity </li...
<ul><ul><li>For disciplines </li></ul></ul><ul><ul><ul><li>Use Delphi techniques for estimating effort </li></ul></ul></ul...
<ul><li>Project Management </li></ul><ul><ul><li>PMO, Program Management, Executive Management </li></ul></ul><ul><li>Gove...
<ul><li>Almost all shops focus on these 4 areas </li></ul><ul><li>Each IT Shop different </li></ul><ul><li>Focused around ...
<ul><li>How many of these can you address with methods? </li></ul><ul><ul><li>1. Business productivity and cost reduction ...
<ul><li>Good Enough is Good Enough </li></ul><ul><li>These are Best Practices, meant to be customized to  your  project </...
11/03/09 The Nimblestar Group, Incorporated copyright - 2009 all rights reserved
<ul><li>What is OpenUP?  </li></ul><ul><li>OpenUP is a  lean  Unified Process that applies iterative and incremental appro...
<ul><li>Role and Artifact Counts </li></ul><ul><li>Simplicity to build on </li></ul><ul><li>Iterative format </li></ul><ul...
<ul><li>There are Tradeoffs </li></ul><ul><ul><li>These are estimates of coverage </li></ul></ul><ul><ul><li>There’s room ...
Rational Method Composer or Eclipse Project Foundation - EPF
<ul><li>SPEM Model </li></ul><ul><li>Content and Process </li></ul>SPEM (Software Process Engineering Model)
<ul><li>Quick Data Entry </li></ul><ul><ul><li>Artifacts </li></ul></ul><ul><ul><li>Roles </li></ul></ul><ul><ul><li>Tasks...
<ul><li>Capability Patterns </li></ul><ul><ul><li>Reusable chunks of process </li></ul></ul><ul><ul><li>Used to assemble D...
<ul><li>Picture driven navigation </li></ul><ul><ul><li>Activity Diagrams drill down to tasks </li></ul></ul><ul><ul><li>D...
<ul><li>All WBS are exportable to Microsoft Office Project Server (MOPS) </li></ul><ul><li>WBS matches exactly what is in ...
<ul><li>Using Requirements Management and OPENUP </li></ul>11/03/09 The Nimblestar Group, Incorporated copyright - 2009 al...
<ul><li>Rational Method Composer </li></ul><ul><ul><li>http://www-01.ibm.com/software/awdtools/rmc/ </li></ul></ul><ul><li...
<ul><li>IBM’s  Measured Capability Improvement Framework (MCIF) </li></ul><ul><ul><li>http://www-01.ibm.com/software/ratio...
<ul><li>Tom Weinberger </li></ul><ul><ul><li>The Nimblestar Group, Incorporated </li></ul></ul><ul><ul><li>[email_address]...
 
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Methods Over Madness 2003 Ver.

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“Methods over Madness…” – Presentation to the Chicago Rational Users group October 2009 – I identified the payback of standard patterns borrowing from the OPENUP method, and demonstrated the ROI value potential of the patterns and then show how patterns can be applied to projects utilizing the Rational Method Composer tool to generate project schedules from individualized patterns for Requirements, Project Management, Governance, Development and Testing.

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  • Source: http://www.worldwidewords.org/qa/qa-mad2.htm Few people who use the phrase today realize that there’s a story of human suffering behind it; the term derives from an early industrial occupational disease. Felt hats were once very popular in North America and Europe; an example is the top hat. The best sorts were made from beaver fur, but cheaper ones used furs such as rabbit instead. A complicated set of processes was needed to turn the fur into a finished hat. With the cheaper sorts of fur, an early step was to brush a solution of a mercury compound — usually mercurous nitrate — on to the fur to roughen the fibres and make them mat more easily, a process called carroting because it made the fur turn orange. Beaver fur had natural serrated edges that made this unnecessary, one reason why it was preferred, but the cost and scarcity of beaver meant that other furs had to be used. Whatever the source of the fur, the fibres were then shaved off the skin and turned into felt; this was later immersed in a boiling acid solution to thicken and harden it. Finishing processes included steaming the hat to shape and ironing it. In all these steps, hatters working in poorly ventilated workshops would breathe in the mercury compounds and accumulate the metal in their bodies. We now know that mercury is a cumulative poison that causes kidney and brain damage. Physical symptoms include trembling (known at the time as hatter’s shakes ), loosening of teeth, loss of co-ordination, and slurred speech; mental ones include irritability, loss of memory, depression, anxiety, and other personality changes. This was called mad hatter syndrome . It’s been a very long time since mercury was used in making hats, and now all that remains is a relic phrase that links to a nasty period in manufacturing history. But mad hatter syndrome remains as a description of the symptoms of mercury poisoning. 11/03/09 The Nimblestar Group, Incorporated - copyright 2009 all rights reserved
  • 11/03/09 The Nimblestar Group, Incorporated - copyright 2009 all rights reserved
  • This varies from shop to shop 11/03/09 The Nimblestar Group, Incorporated - copyright 2009 all rights reserved
  • In our sample, we suggest that waterfall patterns are good for low complexity projects, with short to moderate timeframes. We also suggest that since waterfall patterns do not do a good job of mitigating risk, they are also best suited to projects with low management complexity – these are usually good indicators of low to moderate risk. Highrisk, high complexity projects are NOT good candidates for waterfall patterns. In genera, waterfall patterns do NOT address appropriate risks early enough to make it useful. High complexity, high risk projects are usually large in duration, and costly to kill.
  • For Scrum, you can have low to high complexity from a technology aspect assuming you address the technology risks in early sprints. However, for management complexity we recommend that you want to stay in the low complexity space – reduced management risk is a better option. There is a HIGH reliance on people who know what they are doing and can act in a leaderless situation to accomplish significant goals in a short time period.
  • Iterative patterns adopt more of a systems engineering approach to adoption patterns. Again there is a HIGH reliance on staff who know their jobs, but this time are directed by a fairly rigorous set of methods and measures, and by staff in leadership roles like PMs, tech leads and Architects.
  • Methods Over Madness 2003 Ver.

    1. 1. Chicago Rational User’s Group – October 14, 2009
    2. 2. <ul><li>What defines a good methodology? </li></ul><ul><li>Are you a Mad Hatter? </li></ul><ul><li>OPENUP Peek </li></ul><ul><li>5 important things about Rational Method Composer </li></ul><ul><li>RMC / OPENUP Demo </li></ul><ul><li>Q and A </li></ul>11/03/09 The Nimblestar Group, Incorporated copyright - 2009 all rights reserved
    3. 3. <ul><li>Criteria </li></ul><ul><ul><li>Compliance assures a higher percentage of successful projects </li></ul></ul><ul><ul><li>Compliance adds value to the project </li></ul></ul><ul><ul><li>Flexible and dynamic to your project’s needs </li></ul></ul><ul><ul><li>One current content source available to all </li></ul></ul><ul><ul><li>Activities performed subscribe to Agile principles </li></ul></ul><ul><ul><li>Organized and published by practitioners / methodologists </li></ul></ul><ul><ul><li>All staff using it trained on its use </li></ul></ul><ul><ul><li>Enforced controls in place to assure compliance </li></ul></ul><ul><ul><ul><li>IT Process Audits for projects in place </li></ul></ul></ul><ul><ul><ul><li>Gates or checkpoints for progress enforced </li></ul></ul></ul>11/03/09 The Nimblestar Group, Incorporated copyright - 2009 all rights reserved
    4. 4. <ul><li>Project Management often feel like you are presiding over the tea party? </li></ul><ul><ul><li>Projects late? </li></ul></ul><ul><ul><li>Over budget? </li></ul></ul><ul><ul><li>Not delivering what’s expected? </li></ul></ul><ul><li>Wondering how to grab control? </li></ul>11/03/09 The Nimblestar Group, Incorporated copyright - 2009 all rights reserved
    5. 5. <ul><li>How many projects are: </li></ul><ul><ul><li>“ New” development? </li></ul></ul><ul><ul><ul><li>Stick built / developed vs. COTS? </li></ul></ul></ul><ul><ul><ul><li>Trend is toward more COTS with “glue” apps to existing systems </li></ul></ul></ul><ul><ul><li>Enhancement Maintenance? </li></ul></ul><ul><ul><ul><li>Ver. 2.1, 2.2, 2.3 of a system in place </li></ul></ul></ul><ul><ul><li>Repair Maintenance? </li></ul></ul><ul><ul><ul><li>Hands full of fixes compiled into a release? </li></ul></ul></ul><ul><ul><ul><ul><li>For one or more subsystems in one or more applications? </li></ul></ul></ul></ul><ul><li>Versus KTLO (Keep the lights on) Support </li></ul>11/03/09 The Nimblestar Group, Incorporated copyright - 2009 all rights reserved
    6. 6. 11/03/09 The Nimblestar Group, Incorporated copyright - 2009 all rights reserved 5% to 15 % NEW Development 10% to 30% Enhancement Maintenance 20% to 35% Repair Maintenance 65% To 20% KTLO (Keep the lights on) Support %
    7. 7. 11/03/09 The Nimblestar Group, Incorporated copyright - 2009 all rights reserved NEW Enhancement Repair KTLO Requirements complexity Vision, Use Case Model, Use Cases, Declarative Requirements StoryBoard, Data Model etc… Issues, Updated Use Cases, Declarative Reqs, Glossary Issues, Declarative Reqmts. Maybe Use Case updates Issues
    8. 8. <ul><li>Offshore development </li></ul><ul><li>Lack of specifications from COTS packages </li></ul><ul><li>Time / dollar burn rate / complexity goes up from bottom to top of project pyramid </li></ul><ul><ul><li>Technology complexity </li></ul></ul><ul><ul><li>Business change and complexity </li></ul></ul><ul><ul><li>Lack of knowledge on part of business and IT </li></ul></ul>11/03/09 The Nimblestar Group, Incorporated copyright - 2009 all rights reserved
    9. 12. <ul><li>“ You cannot control what you cannot measure” </li></ul><ul><ul><li>- Tom DeMarco (circa 1983) </li></ul></ul><ul><li>IBM proposes “Measured Capability Improvement Framework - MCIF” </li></ul><ul><ul><li>drive business innovation through measured and continuous process improvement </li></ul></ul>11/03/09 The Nimblestar Group, Incorporated copyright - 2009 all rights reserved “ No wonder you're late. Why, this watch is exactly two days slow” – The Mad Hatter…
    10. 13. <ul><li>To improve software delivery capability - teams must </li></ul><ul><ul><li>scale agile practices </li></ul></ul><ul><ul><li>deliver more for less </li></ul></ul><ul><ul><li>correlate business outcomes with investments in processes and tools </li></ul></ul><ul><ul><li>produce higher quality in faster delivery times. </li></ul></ul><ul><li>MCIF can help you: </li></ul><ul><ul><li>Adopt an incremental, measured approach to transformation </li></ul></ul><ul><ul><li>Focus on the core practices that matter most </li></ul></ul><ul><ul><li>Accelerate adoption through ready to use assets </li></ul></ul><ul><ul><li>Articulate capability improvements in terms of business value </li></ul></ul><ul><ul><li>Support any method, particularly optimization for agile practices </li></ul></ul>11/03/09 The Nimblestar Group, Incorporated copyright - 2009 all rights reserved
    11. 14. <ul><li>Project Related: </li></ul><ul><ul><li>Critical Situations </li></ul></ul><ul><ul><li>Defect count / severity </li></ul></ul><ul><ul><li>Defect latency </li></ul></ul><ul><ul><li>Overall project health </li></ul></ul><ul><ul><li>Velocity </li></ul></ul><ul><ul><li>Burn Rate </li></ul></ul><ul><li>Application Related: </li></ul><ul><ul><li>ROI – Development cost </li></ul></ul><ul><ul><li>TCO – Development and support cost </li></ul></ul>11/03/09 The Nimblestar Group, Incorporated copyright - 2009 all rights reserved
    12. 15. <ul><ul><li>For disciplines </li></ul></ul><ul><ul><ul><li>Use Delphi techniques for estimating effort </li></ul></ul></ul><ul><ul><ul><li>Practical and Pragmatic exit criteria </li></ul></ul></ul><ul><ul><li>For projects - Elapsed time </li></ul></ul><ul><ul><ul><li>Can I finish this project under a year? </li></ul></ul></ul><ul><ul><ul><ul><li>If no – throw something out – change the game </li></ul></ul></ul></ul><ul><ul><ul><li>Time related: </li></ul></ul></ul><ul><ul><ul><ul><li>Measure ½ of elapsed time </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Using MCIF Measures - Ask: “Am I half done?” </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>If no – start damage control </li></ul></ul></ul></ul></ul>11/03/09 The Nimblestar Group, Incorporated copyright - 2009 all rights reserved
    13. 16. <ul><li>Project Management </li></ul><ul><ul><li>PMO, Program Management, Executive Management </li></ul></ul><ul><li>Governance </li></ul><ul><ul><li>Silo’ed organizations – Ops, QA, Security, Audit </li></ul></ul><ul><li>Manufacturing </li></ul><ul><ul><li>Requirements, Analyze / Design / Develop / Test / Refactor </li></ul></ul><ul><li>Delivery </li></ul><ul><ul><li>Change management </li></ul></ul><ul><ul><li>Configuration management </li></ul></ul><ul><ul><li>Deployment </li></ul></ul>11/03/09 The Nimblestar Group, Incorporated copyright - 2009 all rights reserved
    14. 17. <ul><li>Almost all shops focus on these 4 areas </li></ul><ul><li>Each IT Shop different </li></ul><ul><li>Focused around their mission </li></ul><ul><li>Governance least addressed – most effort </li></ul><ul><ul><li>The more silos the worse it is for a project </li></ul></ul><ul><ul><li>Silos cause a lot of added effort to basic methods </li></ul></ul>11/03/09 The Nimblestar Group, Incorporated copyright - 2009 all rights reserved
    15. 18. <ul><li>How many of these can you address with methods? </li></ul><ul><ul><li>1. Business productivity and cost reduction </li></ul></ul><ul><ul><li>2. IT/Business alignment </li></ul></ul><ul><ul><li>3. Agility and speed to market </li></ul></ul><ul><ul><li>4. Business process re-engineering </li></ul></ul><ul><ul><li>5. IT cost reduction </li></ul></ul><ul><ul><li>6. IT reliability and efficiency </li></ul></ul><ul><ul><li>7. IT strategic planning </li></ul></ul><ul><ul><li>8. Revenue-generating IT innovations </li></ul></ul><ul><ul><li>9. Security and privacy </li></ul></ul><ul><ul><li>10. CIO leadership role </li></ul></ul><ul><ul><ul><li>Source: CIO Insight results from 2009 annual survey of top ten priorities of CIOs </li></ul></ul></ul>11/03/09 The Nimblestar Group, Incorporated copyright - 2009 all rights reserved
    16. 19. <ul><li>Good Enough is Good Enough </li></ul><ul><li>These are Best Practices, meant to be customized to your project </li></ul><ul><li>And the Patterns are meant to be customized </li></ul><ul><ul><li>Too often teams fail with “out of the box” practices </li></ul></ul><ul><li>Pay attention to all four areas of concentration </li></ul><ul><ul><li>Too often only Manufacturing and PM are addressed </li></ul></ul><ul><li>There are some “Musts” for artifacts </li></ul><ul><ul><li>And they ought to be indicated for the team </li></ul></ul><ul><ul><li>Governance may demand certain artifacts for certain projects </li></ul></ul><ul><ul><li>Regulation or law may require artifacts </li></ul></ul>
    17. 20. 11/03/09 The Nimblestar Group, Incorporated copyright - 2009 all rights reserved
    18. 21. <ul><li>What is OpenUP? </li></ul><ul><li>OpenUP is a lean Unified Process that applies iterative and incremental approaches within a structured lifecycle. </li></ul><ul><li>OpenUP embraces a pragmatic, agile philosophy that focuses on the collaborative nature of software development. </li></ul><ul><li>It is a tools-agnostic, low-ceremony process that can be extended to address a broad variety of project types. </li></ul>11/03/09 The Nimblestar Group, Incorporated copyright - 2009 all rights reserved
    19. 22. <ul><li>Role and Artifact Counts </li></ul><ul><li>Simplicity to build on </li></ul><ul><li>Iterative format </li></ul><ul><li>Agile perspective </li></ul><ul><li>Low Ceremony </li></ul><ul><li>Focus on Manufacturing </li></ul>11/03/09 The Nimblestar Group, Incorporated copyright - 2009 all rights reserved FYI, these are out of the box counts, And these processes as we said are meant to be customized to YOUR needs… Counts Business Classic OPENUP Modeling RUP Roles 6 31 7 Artifacts 31 105 24
    20. 23. <ul><li>There are Tradeoffs </li></ul><ul><ul><li>These are estimates of coverage </li></ul></ul><ul><ul><li>There’s room for growth </li></ul></ul><ul><ul><li>Flexibility for change </li></ul></ul><ul><ul><li>Customization key to adoption </li></ul></ul>11/03/09 The Nimblestar Group, Incorporated copyright - 2009 all rights reserved For OPENUP, 5% estimates for Governance and Delivery are generous Classic RUP OPENUP Project Management 20% 5% Governance 15% 5% Manufacturing 45% 85% Delivery 20% 5%
    21. 24. Rational Method Composer or Eclipse Project Foundation - EPF
    22. 25. <ul><li>SPEM Model </li></ul><ul><li>Content and Process </li></ul>SPEM (Software Process Engineering Model)
    23. 26. <ul><li>Quick Data Entry </li></ul><ul><ul><li>Artifacts </li></ul></ul><ul><ul><li>Roles </li></ul></ul><ul><ul><li>Tasks </li></ul></ul><ul><ul><li>Plus other widgets </li></ul></ul><ul><ul><ul><li>Guidance </li></ul></ul></ul><ul><ul><ul><li>Checklists </li></ul></ul></ul><ul><ul><ul><li>Whitepapers </li></ul></ul></ul><ul><ul><ul><li>And more… </li></ul></ul></ul><ul><li>WYSIWYG displays of content </li></ul><ul><li>Caution – Working with provided content does require a familiarity with plug-in content </li></ul>
    24. 27. <ul><li>Capability Patterns </li></ul><ul><ul><li>Reusable chunks of process </li></ul></ul><ul><ul><li>Used to assemble Delivery Processes </li></ul></ul>Order of work to produce tables Design chair Cut wood Design table Build chair back Build table top Finish table Make legs Install legs Finish chair Order of work to produce chairs
    25. 28. <ul><li>Picture driven navigation </li></ul><ul><ul><li>Activity Diagrams drill down to tasks </li></ul></ul><ul><ul><li>Detail Activity diagrams drill down to roles, tasks, artifacts </li></ul></ul><ul><li>Context for shop content </li></ul><ul><ul><li>We are context owners for presentation </li></ul></ul><ul><ul><li>By utilizing links to existing shop oriented content, Content owners can easily update their own content </li></ul></ul><ul><li>Static Website </li></ul><ul><ul><li>Capable to link out to any type of app </li></ul></ul><ul><ul><li>Using EPF instead of RMC adds WIKI capabilities to allow appending to content </li></ul></ul>
    26. 29. <ul><li>All WBS are exportable to Microsoft Office Project Server (MOPS) </li></ul><ul><li>WBS matches exactly what is in the Methodology Website </li></ul><ul><li>Important information carried over </li></ul><ul><ul><li>Brief descriptions of tasks as notes </li></ul></ul><ul><ul><li>Roles as resources </li></ul></ul><ul><ul><li>Predecessors from Website Content WBS </li></ul></ul>
    27. 30. <ul><li>Using Requirements Management and OPENUP </li></ul>11/03/09 The Nimblestar Group, Incorporated copyright - 2009 all rights reserved
    28. 31. <ul><li>Rational Method Composer </li></ul><ul><ul><li>http://www-01.ibm.com/software/awdtools/rmc/ </li></ul></ul><ul><li>Method Authoring Method – available download </li></ul><ul><ul><li>http://www.ibm.com/developerworks/rational/downloads/08/rmc_mam/ </li></ul></ul><ul><li>IBM / Rational Process library (Plug-in List) </li></ul><ul><ul><li>http://www-01.ibm.com/software/awdtools/rmc/library/ </li></ul></ul>11/03/09 The Nimblestar Group, Incorporated copyright - 2009 all rights reserved
    29. 32. <ul><li>IBM’s Measured Capability Improvement Framework (MCIF) </li></ul><ul><ul><li>http://www-01.ibm.com/software/rational/mcif/ </li></ul></ul><ul><li>OPENUP </li></ul><ul><ul><li>http://en.wikipedia.org/wiki/OpenUP </li></ul></ul><ul><ul><li>http://www.eclipse.org/epf/ </li></ul></ul><ul><li>Eclipse Process Framework (EPF) </li></ul><ul><ul><li>http://www.eclipse.org/epf/ </li></ul></ul><ul><li>OMG-SPEM Model </li></ul><ul><ul><li>http://www.omg.org/technology/documents/formal/spem.htm </li></ul></ul>11/03/09 The Nimblestar Group, Incorporated copyright - 2009 all rights reserved
    30. 33. <ul><li>Tom Weinberger </li></ul><ul><ul><li>The Nimblestar Group, Incorporated </li></ul></ul><ul><ul><li>[email_address] </li></ul></ul><ul><ul><li>312-805-0470 </li></ul></ul><ul><ul><li>www.nimblestar.com </li></ul></ul><ul><li>Come join me on Linkedin at: </li></ul><ul><ul><li>http://www.linkedin.com/in/tomweinberger </li></ul></ul>11/03/09 The Nimblestar Group, Incorporated copyright - 2009 all rights reserved

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