Sioux Hot-or-Not: Essential Unified Process (Ivar Jacobson)

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Sioux Hot-or-Not 5 november 2007, Essential Unified Process met Ivar Jacobson

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  • Sioux Hot-or-Not: Essential Unified Process (Ivar Jacobson)

    1. 1. Enough Process: Let’s Do Practices Ivar Jacobson
    2. 2. From the successes in modern software development Agile Methods Camp The Software Engineering Camp Process Maturity Camp In the future, an ever present but invisible process We need a new paradigm Process becomes second nature Process is just a composition of Practices Practice is a First Class Citizen the unit of adoption, planning and execution of process Unified Process Examples: CMMI, Spice XP, Scrum
    3. 3. Next Generation Process is here today! From the successes in modern software development Agile Methods Camp The Software Engineering Camp Process Maturity Camp In the future, an ever present but invisible process We need a new paradigm Process becomes second nature Process is just a composition of Practices Practice is a First Class Citizen the unit of adoption, planning and execution of process Unified Process Examples: CMMI, Spice XP, Scrum NEW
    4. 4. Each Camp Has It’s Own Ideas… A soup of ideas; it is a soup because you can not easily identify reusable elements. … but where do they come from? The Various Process Camps Software Engineering Process Maturity Agile Methods
    5. 5. Every Company Has Many Processes The Various Process Camps Company Processes Software Engineering Process Maturity Agile Methods A B C D N
    6. 6. Every Company Has Many Processes … that borrow ideas from the three camps. The Various Process Camps Company Processes Software Engineering Process Maturity Agile Methods A B C D N
    7. 7. Every Company Has Many Processes A soup of soups made using ideas “borrowed” and re-written by process engineers within the company. New ideas say 5 % The Various Process Camps Company Processes Software Engineering Process Maturity Agile Methods B C D N A … that are just more soups of ideas.
    8. 8. What are projects supposed to do? <ul><li>There is no one-correct process. </li></ul><ul><li>Each process has something to offer, but they’re hard to use together. </li></ul><ul><li>None of them do exactly what the project team wants. </li></ul><ul><li>Overall the pre-defined processes seem to add little value </li></ul>The Various Process Camps Company Processes Software Engineering Process Maturity Agile Methods B C D N A
    9. 9. Every project ends up with its own way of working … that pays lip service to the company processes. The Various Process Camps Company Processes Projects Software Engineering Process Maturity Agile Methods B C D N A Project 1 Project 2 Project 3 Project X …
    10. 10. Every project ends up with its own way of working The Project – Process Gap … and a huge gap between what it does and what the process says. The Various Process Camps Company Processes Software Engineering Process Maturity Agile Methods B C D N A Projects Project 1 Project 2 Project 3 Project X …
    11. 11. Every project ends up with its own way of working The Project – Process Gap … and a huge gap between what it does and what the process says. The Various Process Camps Company Processes Software Engineering Process Maturity Agile Methods B C D N A Projects It’s no wonder no-one likes processes! Project 1 Project 2 Project 3 Project X …
    12. 12. Practices help to close the project-process gap Project 1 Project 2 Project 3 Project X … Each camp provides its own set of practices. Software Engineering Process Maturity Agile Methods B C D N A The Project – Process Gap
    13. 13. Processes become compositions of practices Software Engineering Process Maturity Agile Methods Project 1 Project 2 Project 3 Project X … B D N A C A Each process just takes the practices it wants. D N
    14. 14. The Next Generation Process is Practice-Centric My Process New ideas say 5 % A set of practices = + From potentially many different methodologists around the world – essentially written by them Each process is just a set of practices. Teams compose practices to create their own way of working.
    15. 15. Agenda <ul><li>What makes a good practice? </li></ul><ul><ul><li>When is a best practice a well-formed practice? </li></ul></ul><ul><li>What is the Essential Unified Process? </li></ul><ul><ul><li>Making practices available today </li></ul></ul><ul><li>What is EssWork? </li></ul><ul><ul><li>Making practices useful </li></ul></ul><ul><li>Harnessing the power of practices </li></ul><ul><ul><li>The real enabler of sustainable change </li></ul></ul><ul><li>Wrap up </li></ul>
    16. 16. There are 100’s of so-called practices… … but are really all the same kind of thing? Risk-Driven Iterative Development Use-Case Driven Development Use-Case Modeling Scrum SOA Retro- spectives Product-Line Engineering Business Process Re-Engineering Prince2 Systems Engineering Pair Programming Program Management Test-Driven Development Robustness Analysis User Stories Business Modeling Aspect Orientation PSP
    17. 17. There are 100’s of so-called practices… … but are really all the same kind of thing? Scrum SOA Retro- spectives Product-Line Engineering Business Process Re-Engineering Prince2 Systems Engineering Pair Programming Program Management Risk-Driven Iterative Development Use-Case Driven Development Use-Case Modeling Test-Driven Development Robustness Analysis User Stories Business Modeling Aspect Orientation PSP
    18. 18. We need a shared definition of “practice” <ul><li>Pragmatics </li></ul><ul><li>A practice provides a way to systematically and verifiably address a particular aspect of a problem. </li></ul><ul><ul><li>A Practice has a clear beginning and an end allowing it to be separately applied. Each Practice gives value </li></ul></ul><ul><li>Examples of practices are </li></ul><ul><ul><li>Iterative development </li></ul></ul><ul><ul><li>Use case driven development </li></ul></ul><ul><ul><li>Project management à la Scrum </li></ul></ul><ul><ul><li>Team practice incl workshops, war room, </li></ul></ul><ul><ul><li>pair programming, etc. </li></ul></ul><ul><li>More precisely </li></ul><ul><li>A use-case module in our AOSD book </li></ul><ul><ul><li>It has a beginning and an end </li></ul></ul><ul><ul><li>It may be a peer practice or extend an existing practice </li></ul></ul>
    19. 19. There are different kinds of practice Iterative Essentials Scrum Essentials Use-Case Essentials User Stories Architecture Essentials Component Essentials Test-Driven Develop’t QA Essentials Process Essentials PSP Agile Modeling Team Essentials Unified Process Lifecycle Scrum-of -Scrums Use-Cases for Service Def’n Model- Driven Arch Comp’s for Re-Use Practice Harvesting Org Process Imp Essential UML Distributed Team Virtual Team Comp’s for .Net Measurem’t Essentials … … … … Technical Practices Cross-Cutting Practices Peer Practice Extension Practice Key:
    20. 20. Processes are just collections of practices Iterative Essentials Scrum Essentials Use-Case Essentials User Stories Architecture Essentials Component Essentials Test-Driven Develop’t QA Essentials Process Essentials PSP Agile Modeling Team Essentials Unified Process Lifecycle Scrum-of -Scrums Use-Cases for Service Def’n Model- Driven Arch Comp’s for Re-Use Practice Harvesting Org Process Imp Essential UML Distributed Team Virtual Team Comp’s for .Net Measurem’t Essentials … … … … Technical Practices Cross-Cutting Practices Peer Practice Extension Practice Key:
    21. 21. Agenda <ul><li>What makes a good practice? </li></ul><ul><ul><li>When is a best practice a well-formed practice? </li></ul></ul><ul><li>What is the Essential Unified Process? </li></ul><ul><ul><li>Making practices available today </li></ul></ul><ul><li>What is EssWork? </li></ul><ul><ul><li>Making practices useful </li></ul></ul><ul><li>Harnessing the power of practices </li></ul><ul><ul><li>The real enabler of sustainable change </li></ul></ul><ul><li>Wrap up </li></ul>
    22. 22. 40 years of process* development The Unified Process Ericsson Approach Objectory Process Late ’60s ‘ 87 –’96 IBM RUP The Rise of Practices ? ‘ 96 –’00 Agile Manifesto ‘ 07 –> ? XP, SCRUM & “Lightweight Methods” ‘ 01 –’06 Everyone's Agile CMMI EssUP CMM SW-CMM XX-CMM * Process, Method, Methodology, whatever...
    23. 23. What else have we learnt? They’re hard to learn… You can get knowledge from books . . . … .or from a web-site.
    24. 24. … and hard to love <ul><li>Every process tries to be complete </li></ul><ul><ul><li>As a consequence every successful process will grow until it dies under its own weight </li></ul></ul><ul><li>Every branded process is just a soup of ideas ”borrowed” from other processes </li></ul><ul><ul><li>With some new idea(s) </li></ul></ul><ul><li>The process is out of sync with what the team does… </li></ul><ul><ul><li>… and the project – process gap get wider and wider </li></ul></ul><ul><li>The project has to adopt an entire process </li></ul><ul><ul><li>No-one uses an entire process or limits themselves to practices from one process </li></ul></ul>It’s no wonder no-one likes process.
    25. 25. A different perspective - 40 years of practice development ‘ 87 –’96 ‘ 96 –’00 ‘ 07 –> ? ‘ 01 –’06 Use-Case Driven Development Paper, OOPSLA, 87 The Rational Objectory Process, 1997 The Objectory Process and Object-Oriented Software Engineering, Addison Wesley, 1992 The Unified Software Development Process, Addison Wesley, 1999 UML, OOPSLA, 1995 IBM Method, 1996 Catalysis, 1998 Crystal, 2004 More and more methods and processes using use cases. RUP EssUP And now a simple practice again… Use-Case Essentials Company X, Y & Z Methods
    26. 26. The Practices in the Essential Unified Process Technical Practices Cross-Cutting Practices EssUP Practices EssUP practices have been successfully applied by many companies in many markets. Use Case Process Modeling Product Architecture $ Component Iteration Team
    27. 27. The Practices in the Essential Unified Process Technical Practices Cross-Cutting Practices Iterative Component Architecture Use Case Modeling Process Team EssUP Practices Product Where is testing? It is Everywhere! $
    28. 28. Disciplines and practices – two complementary perspectives A process organized as a set of disciplines. Each discipline containing everything from every practice about an area of a process A set of individual practices that can be composed into a process EssUP Practices Iteration Use Case Process Modeling Product Architecture $ Component Team
    29. 29. Practices are ’end-to-end’ aspects of process <ul><li>Practices cross-cut the traditional software engineering disciplines </li></ul>The 8 Essential Practices describe the essence of the Unified Process EssUP Practices Use Case Process Modeling Product Architecture $ Component Iteration Team Business Modeling Requirements Analysis & Design Implmentation Test Deployment Config. / Change Mgt Project Management Environment
    30. 30. Consider use-case development as a practice <ul><li>Use-case driven development involves </li></ul><ul><li>specifying the system as a set of use-cases, </li></ul><ul><li>understanding what the elements of the system need to do to enable the use cases, and </li></ul><ul><li>verifying that the produced system fulfils the use cases. </li></ul>This requires Requirements, Analysis, Design and Test activities to be undertaken. Use-Case Practice
    31. 31. Find the Practice – The Requirements Discipline
    32. 32. Find the Practice – and Analysis and Design and Test Activities from the Requirements Discipline Activities from Analysis and Design Activities from Test
    33. 33. Requirements and testing… … closing the loop and defining what “done” is. Requirements define what should be implemented Test Cases verify that the system works as specified by the Requirements Code implements the requirements Implementation Requirements Class... Pass Fail Test Case & Test Results
    34. 34. Practice descriptions have many dimensions Weight: Application: Light Heavy General Specific Depth: Essentials Everything Breadth: One Area Many Areas Prescription: Unconstrained Highly Constrained Ceremony: Low High Flexibility: Open Closed
    35. 35. Practice descriptions have many dimensions Weight: Application: Light Heavy General Specific Depth: Essentials Everything Breadth: One Area Many Areas Prescription: Unconstrained Highly Constrained Ceremony: Low High Flexibility: Open Closed Start with a lightweight, flexible definition that captures the essentials
    36. 36. Practice descriptions have many dimensions Weight: Application: Light Heavy General Specific Depth: Essentials Everything Breadth: One Area Many Areas Prescription: Unconstrained Highly Constrained Ceremony: Low High Flexibility: Open Closed Add detail, prescription, ceremony, and formality by extension
    37. 37. Practice separation has many benefits <ul><li>You can learn practices individually </li></ul><ul><li>You can apply practices separately </li></ul><ul><li>You can adopt the practices you want, when you want, and at the pace that suits you </li></ul><ul><li>You can mix-and-match practices from any source </li></ul><ul><li>You only have to change the practices that need changing </li></ul>Practice Separation: The key to successful, long-lasting process improvement.
    38. 38. Essential Unified Process – Key characteristics <ul><li>A complete, useable software development process </li></ul><ul><li>Delivered in the way that suits you on the platform that you use </li></ul><ul><li>That’s easy to adopt and tailor </li></ul> Free  Open Source  Adaptive  Easy to Use  Agile  Lightweight  Universal  Extensible  Scalable  Complete  Sufficient  Comprehensive  Recursive
    39. 39. Agenda <ul><li>What makes a good practice? </li></ul><ul><ul><li>When is a best practice a well-formed practice? </li></ul></ul><ul><li>What is the Essential Unified Process? </li></ul><ul><ul><li>Making practices available today </li></ul></ul><ul><li>What is EssWork? </li></ul><ul><ul><li>Making practices useful </li></ul></ul><ul><li>Harnessing the power of practices </li></ul><ul><ul><li>The real enabler of sustainable change </li></ul></ul><ul><li>Wrap up </li></ul>
    40. 40. Some new innovations are required…. … to bring the practices to life and make them useful. Defining and using Practices in a new way. Practice Smartness Practice Usage Practice User Experience
    41. 41. Apply card game metaphor for practice descriptions <ul><li>A card contains concise description of things to produce </li></ul><ul><li>and things to do, etc. </li></ul><ul><li>A practice is a set of cards </li></ul><ul><li>A team/individual works on a set of instance cards </li></ul>* Ward Cunningham invented CRC cards, published in 1989
    42. 42. The “Essentials” are in the cards
    43. 43. Cards make the practices useful <ul><li>Cards display the essentials </li></ul><ul><li>Cards support daily tasks </li></ul><ul><li>Build the deck you need </li></ul><ul><li>Annotate the cards </li></ul><ul><li>View your cards </li></ul><ul><li>Automated support available </li></ul><ul><li>Detailed guidelines can easily be dipped into as needed </li></ul><ul><li>References can be accessed if more information is needed </li></ul>Process becomes an invisible part of everyday project life
    44. 44. Some new innovations are required…. … to bring the practices to life and make them useful. Defining and using Practices in a new way. Practice Smartness Practice Usage Practice User Experience
    45. 45. Remember the team goal… Good Software Current Situation and Opportunity To produce good software, quickly!
    46. 46. Three team games Use the Practices to Assemble a Process [Process Improvement Game] Use the Practices to Plan the Project [Planning Game] Use the Practices in a Project [Development Game] All implemented within Eclipse or VSTS. Good Software Current Situation and Opportunity
    47. 47. To play games with the cards – you will need a Game Board Game Board Cards Slots For example - The game board for the process improvement game must allow you to describe any software process. Start here Finish here
    48. 48. The game board needs slots <ul><li>Every project needs ... </li></ul> Opportunity  Specified System  Implemented System  Executable System  Team  Project  Backlog  Way of Working  Customer Representative  Analyst  Developer  Tester  Project Lead  Understand the need  Ensure stakeholder satisfaction  Accept the system  Specify the system  Shape the system  Implement the system  Test the system  Establish the project  Steer the project  Support the team  Conclude the project People and their competencies Things to produce or to have Things to do ... whether you document them or not
    49. 49. ... from three areas  Opportunity  Specified System  Implemented System  Executable System  Team  Project  Backlog  Way of Working  Customer representative  Analyst  Developer  Tester  Project Lead  Understand the need  Ensure stakeholder satisfaction  Accept the system  Specify the system  Shape the system  Implement the system  Test the system  Establish the project  Steer the project  Support the team  Conclude the project Customer Solution Endeavour People and their competencies Things to produce or to have Things to do
    50. 50. Understand and enable your current practices <ul><li>The Game Board is initially a practice independent kernel </li></ul>Competencies Start here Finish here <ul><li>It is initially empty, it just has the slots. </li></ul><ul><li>Use the game board to assess what you do: </li></ul><ul><ul><li>Lightly (rely on tacit knowledge) populate it with cards that describe what you have today (your process, your practices, or parts of it). </li></ul></ul><ul><li>Improve with cards from new practices . </li></ul><ul><ul><li>Mix in new practices and assess their impact </li></ul></ul>Things to Produce Things to Do
    51. 51. Play your cards to assemble your way-of-working My Process
    52. 52. Some new innovations are required…. … to bring the practices to life and make them useful. Defining and using Practices in a new way. Practice Smartness Practice Usage Practice User Experience
    53. 53. Bill Gates: The Road Ahead <ul><li>Newsweek December 19, 2005: </li></ul><ul><li>” How ’intelligent agents’ and mind-mappers are taking our information democracy to the next stage.” </li></ul>
    54. 54. People want smart, interactive practices Add active guidance, review, checking and help by automation. Smart Practices come with intelligent agents and automated guidance. Architecture Essentials Iterative Essentials I help with Iterative planning Use-Case Essentials I help with use cases I help with architecture
    55. 55. Smart Practices have Smart Tools: intelligent agents Active Guidance gives you expert advice just when you want it (if you want) Active Review monitors status, progress and quality for you (if you want) Active Automation performs mundane tasks for you (if you want) <ul><ul><li>Virtual Pair </li></ul></ul><ul><ul><li>Programmers </li></ul></ul><ul><ul><li>Analysts </li></ul></ul><ul><ul><li>Designer </li></ul></ul><ul><ul><li>Tester </li></ul></ul><ul><ul><li>Project Managers </li></ul></ul>You learn as you work I help with use cases I help with architecture I help with Iterative planning I help with Embedded Systems I help with Business Systems
    56. 56. Smart Practices have Smart Tools: intelligent agents Active Guidance gives you expert advice just when you want it (if you want) Active Review monitors status, progress and quality for you (if you want) Active Automation performs mundane tasks for you (if you want) <ul><ul><li>Virtual Pair </li></ul></ul><ul><ul><li>Programmers </li></ul></ul><ul><ul><li>Analysts </li></ul></ul><ul><ul><li>Designer </li></ul></ul><ul><ul><li>Tester </li></ul></ul><ul><ul><li>Project Managers </li></ul></ul>You are in command I help with use cases I help with architecture I help with Iterative planning I help with Embedded Systems I help with Business Systems
    57. 57. Smart Practices have Smart Tools: intelligent agents Active Guidance gives you expert advice just when you want it (if you want) Active Review monitors status, progress and quality for you (if you want) Active Automation performs mundane tasks for you (if you want) <ul><ul><li>Virtual Pair </li></ul></ul><ul><ul><li>Programmers </li></ul></ul><ul><ul><li>Analysts </li></ul></ul><ul><ul><li>Designer </li></ul></ul><ul><ul><li>Tester </li></ul></ul><ul><ul><li>Project Managers </li></ul></ul>You focus on creative work I help with use cases I help with architecture I help with Iterative planning I help with Embedded Systems I help with Business Systems
    58. 58. How it all fits together – summary this far Knowledge Base Agents and tools Cards Guidelines References Practices Start here Finish here Process Kernel I do test cases
    59. 59. Practices need to embrace what’s happening Mash Ups Smart Tools Social Networking Lightweight, composable, sociable, intelligent practices
    60. 60. We’ve more than enough best practices… <ul><li>Separate the practices from one another </li></ul><ul><li>Combine them in innovative and exciting new ways </li></ul><ul><li>Stop re-inventing the wheel </li></ul><ul><li>Learn from the past </li></ul><ul><li>Focus on collaboration and improvement </li></ul><ul><li>Stop throwing the baby out with the bath water </li></ul>… let’s make them useful.
    61. 61. We’ve more than enough best practices… <ul><li>Separate the practices from one another </li></ul><ul><li>Combine them in innovative and exciting new ways </li></ul><ul><li>Stop re-inventing the wheel </li></ul><ul><li>Learn from the past </li></ul><ul><li>Focus on collaboration and improvement </li></ul><ul><li>Stop throwing the baby out with the bath water </li></ul>… let’s make them useful. Free the Practices
    62. 62. This isn’t just hot air…it is available today EssUP Practices Use Case Process Modeling Product Architecture $ Component Iteration Team U P UP Lifecycle Other Practices Essential UML Domain Modeling SCRUM ... A number of separate but composable, lightweight practices are already available… Use Cases Test Cases OO Analysis J2EE Design Smart Practices Rules Engine Fact Servers Rules Language IA Platform Integrations EssWork / EssUP, RUP Rose, XDE, RSX, ReqPro, RMT, Test Manager, etc ClearCase, ClearQuest, Word, etc … some with intelligent agents… Cards Start here Finish here Start here Finish here Start here Finish here Game Boards Process Kernel Eclipse, Web 2.0, VisualStudio … and an interactive environment and community can be created.
    63. 63. Agenda <ul><li>What makes a good practice? </li></ul><ul><ul><li>When is a best practice a well-formed practice? </li></ul></ul><ul><li>What is the Essential Unified Process? </li></ul><ul><ul><li>Making practices available today </li></ul></ul><ul><li>What is EssWork? </li></ul><ul><ul><li>Making practices useful </li></ul></ul><ul><li>Harnessing the power of practices </li></ul><ul><ul><li>The real enabler of sustainable change </li></ul></ul><ul><li>Wrap up </li></ul>
    64. 64. Changing things is hard… <ul><li>“ Many team and organization change and improvement efforts are lost or badly bewildered. Decades of studies have consistently shown that 50–70 percent are failing. “ </li></ul><ul><ul><ul><li>Jim Clemmer, Pathways to Performance, Macmillan Canada and Prima Publishing </li></ul></ul></ul><ul><li>“… there’s enough evidence of success to say that change is possible – and enough evidence of failure to say that it isn’t likely.” </li></ul><ul><ul><ul><li>Peter Senge, the ‘father’ of the learning organization </li></ul></ul></ul>… and changing people is even harder.
    65. 65. What methodologists thinks happens in an organization You put the process into one or two pilot projects…
    66. 66. What methodologists thinks happens in an organization You put the process into one or two pilot projects… … and then roll it out to everyone else. When everybody is using it the job’s done.
    67. 67. What really happens Whilst the first process is being rolled out other processes start to appear and spread. Successful ones continue to spread – others stall. When they collide “process wars” break-out.
    68. 68. Harnessing the dynamics of practice adoption Practices can harness these dynamics to support long-term sustainable change. They avoid conflict and interference by enabling seamless composition.
    69. 69. The Practices in the Essential Unified Process Technical Practices Cross-Cutting Practices EssUP Practices EssUP practices have been successfully applied by many companies in many markets. Use Case Process Modeling Product Architecture $ Component Iteration Team
    70. 70. Different teams use different selections of practices Every team is different. Every practice adoption is different. Education services company Use Case Iteration Major Investment Bank Modeling Use Case Component Architecture A small team doing maintenance Use Case Scrum Component Team Iteration Product $ Team
    71. 71. How Practices Add Value The majority of the benefit comes from changing a small number of the right practices.
    72. 72. Practice separation has many benefits <ul><li>You can learn practices individually </li></ul><ul><li>You can apply practices separately </li></ul><ul><li>You can adopt the practices you want, when you want, and at the pace that suits you </li></ul><ul><li>You can mix-and-match practices from any source </li></ul><ul><li>You only have to change the practices that need changing </li></ul>Practice Separation: The key to successful, long-lasting process improvement.
    73. 73. Agenda <ul><li>What makes a good practice? </li></ul><ul><ul><li>When is a best practice a well-formed practice? </li></ul></ul><ul><li>What is the Essential Unified Process? </li></ul><ul><ul><li>Making practices available today </li></ul></ul><ul><li>What is EssWork? </li></ul><ul><ul><li>Making practices useful </li></ul></ul><ul><li>Harnessing the power of practices </li></ul><ul><ul><li>The real enabler of sustainable change </li></ul></ul><ul><li>Wrap up </li></ul>
    74. 74. Lessons Learned <ul><li>Changing everything is too much and bound to fail </li></ul><ul><li>Evolutionary and incremental change is possible… …and practices provide the right unit of change </li></ul><ul><li>Practice separation makes it easy to get started </li></ul><ul><li>Always start from the essentials and only add more when needed </li></ul><ul><li>Introduce tools and intelligent agents to support and sustain the change </li></ul>Practice separation and incremental practice adoption really work.
    75. 75. Let’s Do Practices From the successes in modern software development Agile Methods Camp The Software Engineering Camp Process Maturity Camp In the future, an ever present but invisible process We need a new paradigm Process becomes second nature The team’s way-of-working is just a composition of Practices Practice is a First Class Citizen the unit of adoption, planning and execution of process Unified Process Examples: CMMI, Spice XP, Scrum
    76. 76. The current situation – methods and processes 1 st Generation tacit Ad Hoc Knowledge in textbooks 2 nd Generation explicit Structured Knowledge in an engineered PD USDP, SA&SD, OOSE, Scrum, XP RUP, MSF, Select Perspective
    77. 77. The New Era – Interactive Practices – Being Here Today 1 st Generation tacit Ad Hoc Knowledge in textbooks 2 nd Generation explicit Structured Knowledge in an engineered PD USDP, SA&SD, OOSE, Scrum, XP RUP, MSF, Select Perspective EssUP & EssWork - Beyond Process Definitions. Bringing practices, teams, and tools together Interactive Knowledge in a dynamic environment 3 rd Generation interactive EssUP in EssWork
    78. 78. But we need your help <ul><li>Don’t be satisfied with brittle closed processes </li></ul><ul><li>Don’t be sucked into process wars and process engineering </li></ul><ul><li>Don’t close your mind to changes and innovations in the industry </li></ul><ul><li>Build on the good practice you use today… </li></ul><ul><li>… to create new and exciting ways-of-working </li></ul><ul><li>… .and evolve the next generation of truly best practices </li></ul>Let’s capture and share all our practices.
    79. 79. EssUP and EssWork Product Releases <ul><li>Sign up for updates on EssUP, EssWork and Waypointer at </li></ul><ul><li>www.ivarjacobson.com and </li></ul><ul><li>www.esswork.com </li></ul>+
    80. 80. Thank You [email_address]

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