The document discusses requirements engineering in the Rational Unified Process (RUP). It describes how RUP incorporates requirements as a core discipline. It captures requirements iteratively throughout the software development lifecycle. The document focuses on the "Business Modeling" and "Requirements" disciplines within RUP. Business Modeling aims to understand the system context and domain. It uses modeling techniques like domain modeling with UML class diagrams. The Requirements discipline collects and maintains functional and non-functional requirements.
The Role of the Enterprise Architect in Business Process ReengineeringRichard Freggi
Business Process Reengineering is often a challenging undertaking. This paper is a case study, sharing practical experience of how the enterprise architect can help in three ways:
• Provide a common language allowing different organizations, consultants and IT teams to communicate effectively
• Set the right level of abstraction to facilitate analysis and solution of complex questions
• Reconcile user’s wants and needs with the capabilities and constraints of IT systems
Reference is made to the Zachman Framework, especially the columns for “Data”, “Function” and “People”; and how these columns can be used to interact with stakeholders using UML (Unified Modeling Language).
Ever wonder what a robust, well-formed and fully articulated methodology should look like? We've used our Methodology Framework to provide you an real-world (and free!) example.
This document discusses business analysis methodologies and frameworks. It defines a methodology as describing who performs what tasks using what inputs to produce what outputs, when, how, and why. A framework is described as a partially completed solution with options for completion. The document outlines the Unified Methodology Architecture (UMA) components of roles, tasks, inputs, outputs, processes, and guidance. It presents a business analysis framework that maps requirements from business objectives to technical requirements. Finally, it discusses how methodologies and frameworks can be customized based on factors like competency levels and technique complexity.
This document provides a template for an architecture document that includes:
1. An introduction section describing the purpose, scope, definitions, and references.
2. A business architecture section describing the business context, processes, events, and impacts.
3. A functional architecture section describing the functional composition, most significant functions/use cases, and functional communication/interactions.
4. Additional sections for application architecture, software architecture requirements, technical architecture, deployment architecture, development strategy, data migration strategy, deployment strategy, configuration and version management strategy, security and conformance constraints, risks, and appendices.
The document provides an introduction to software engineering and process models. It defines key terms like software, software engineering, and characteristics of software. It then discusses software engineering as a layered technology with process, method, and tools layers. The document also explains the software process as consisting of five generic activities - communication, planning, modeling, construction, and deployment. It provides examples and definitions for each activity. Finally, it asks exam questions related to defining software engineering and explaining it as a layered technology.
This document discusses an expert perspective on enterprise architecture goals, framework adoption, and benefit assessment based on interviews conducted with industry experts. The key findings include:
1) There is a fairly stable set of enterprise architecture goals that tend to shift and mature over time as initiatives progress.
2) Available enterprise architecture frameworks lack modularity and customization capabilities, making it difficult to adapt them to specific organizational goals.
3) Companies measure achievement of goals through enterprise architecture benefit assessment, but approaches are not standardized.
This document summarizes a study that empirically tests whether enterprise architecture management activities impact organizations' success with information technology. The study tests the relationship between three variables measuring IT success (successful execution of IT projects, duration of procurement projects, and operational departments' satisfaction with IT) and three variables measuring enterprise architecture management activities (existence of EAM, amount of time spent on EAM, and maturity of EAM). The study found significant correlations between the IT success and EAM activity variables, providing empirical evidence for claims in prior literature and frameworks about benefits of mature EAM.
Lightweight processes are beginning to replace more formal methods. The motivation for this transition is based on many factors. The Internet, time to market, cost reduction, quality increases, market pressures, as well as the popularization of these programming methods. This series of articles will investigate the various lightweight methods, their impact on the management of software development projects and the processes by which managers can determine the appropriateness and usefulness of the various processes. The definition of a lightweight Process is more difficult than it would first appear. This article outlines the foundations of a heavyweight process and describes the appropriate pieces that can be converted to lightweight.
The Role of the Enterprise Architect in Business Process ReengineeringRichard Freggi
Business Process Reengineering is often a challenging undertaking. This paper is a case study, sharing practical experience of how the enterprise architect can help in three ways:
• Provide a common language allowing different organizations, consultants and IT teams to communicate effectively
• Set the right level of abstraction to facilitate analysis and solution of complex questions
• Reconcile user’s wants and needs with the capabilities and constraints of IT systems
Reference is made to the Zachman Framework, especially the columns for “Data”, “Function” and “People”; and how these columns can be used to interact with stakeholders using UML (Unified Modeling Language).
Ever wonder what a robust, well-formed and fully articulated methodology should look like? We've used our Methodology Framework to provide you an real-world (and free!) example.
This document discusses business analysis methodologies and frameworks. It defines a methodology as describing who performs what tasks using what inputs to produce what outputs, when, how, and why. A framework is described as a partially completed solution with options for completion. The document outlines the Unified Methodology Architecture (UMA) components of roles, tasks, inputs, outputs, processes, and guidance. It presents a business analysis framework that maps requirements from business objectives to technical requirements. Finally, it discusses how methodologies and frameworks can be customized based on factors like competency levels and technique complexity.
This document provides a template for an architecture document that includes:
1. An introduction section describing the purpose, scope, definitions, and references.
2. A business architecture section describing the business context, processes, events, and impacts.
3. A functional architecture section describing the functional composition, most significant functions/use cases, and functional communication/interactions.
4. Additional sections for application architecture, software architecture requirements, technical architecture, deployment architecture, development strategy, data migration strategy, deployment strategy, configuration and version management strategy, security and conformance constraints, risks, and appendices.
The document provides an introduction to software engineering and process models. It defines key terms like software, software engineering, and characteristics of software. It then discusses software engineering as a layered technology with process, method, and tools layers. The document also explains the software process as consisting of five generic activities - communication, planning, modeling, construction, and deployment. It provides examples and definitions for each activity. Finally, it asks exam questions related to defining software engineering and explaining it as a layered technology.
This document discusses an expert perspective on enterprise architecture goals, framework adoption, and benefit assessment based on interviews conducted with industry experts. The key findings include:
1) There is a fairly stable set of enterprise architecture goals that tend to shift and mature over time as initiatives progress.
2) Available enterprise architecture frameworks lack modularity and customization capabilities, making it difficult to adapt them to specific organizational goals.
3) Companies measure achievement of goals through enterprise architecture benefit assessment, but approaches are not standardized.
This document summarizes a study that empirically tests whether enterprise architecture management activities impact organizations' success with information technology. The study tests the relationship between three variables measuring IT success (successful execution of IT projects, duration of procurement projects, and operational departments' satisfaction with IT) and three variables measuring enterprise architecture management activities (existence of EAM, amount of time spent on EAM, and maturity of EAM). The study found significant correlations between the IT success and EAM activity variables, providing empirical evidence for claims in prior literature and frameworks about benefits of mature EAM.
Lightweight processes are beginning to replace more formal methods. The motivation for this transition is based on many factors. The Internet, time to market, cost reduction, quality increases, market pressures, as well as the popularization of these programming methods. This series of articles will investigate the various lightweight methods, their impact on the management of software development projects and the processes by which managers can determine the appropriateness and usefulness of the various processes. The definition of a lightweight Process is more difficult than it would first appear. This article outlines the foundations of a heavyweight process and describes the appropriate pieces that can be converted to lightweight.
This document presents a method for using benchmarking in the enterprise architecture planning process. It discusses benchmarking best practices from other organizations to help develop the target architecture and transition plan. The method uses the Federal Enterprise Architecture Framework reference models to identify benchmarkable domains across the business, data, application and technology layers. A multi-step benchmarking model is then described that involves normalizing data, calculating distances between options, and restricting options to identify best practices for the target architecture. The goal is to reduce risks and speed up the enterprise architecture planning process by leveraging benchmarks from successful organizations.
The document summarizes and compares two software development methods: Dynamic Systems Development Method (DSDM) and Rapid Application Development (RAD). It provides an overview of the characteristics and principles of DSDM, including that it is more suitable for in-house and market-driven projects rather than contract-driven projects. The major weakness is that requirements are loosely defined and it is difficult to plan. However, the major strength is that the end products fit business needs well since users are heavily involved. It also briefly summarizes RAD and identifies some similarities and differences between the two methods.
This document provides an overview of key design concepts in software engineering, including abstraction, architecture, patterns, and others. It discusses how software design has evolved over decades to incorporate these concepts. Abstraction involves representing solutions at different levels of detail. Architecture defines the overall structure of a software system. Patterns describe proven solutions to common problems. The document also discusses quality guidelines for software design and how the design process fits within the broader context of software engineering.
The document discusses the essential layers, artifacts, and dependencies that constitute enterprise architecture. It proposes that enterprise architecture should be represented as a hierarchical, multi-layer system comprising aggregation hierarchies, architecture layers, and views. The core layers include business architecture, process architecture, integration architecture, software architecture, and technology architecture. Enterprise architecture provides an overview of aggregate artifacts and their relationships across all layers.
This document discusses enterprise architecture (EA) institutionalization and assessment. It proposes an EA institutionalization process with the following key steps:
1. Initiation involving identifying business questions, establishing business and IT strategies, and building an EA team.
2. Defining a baseline architecture by describing the current enterprise architecture and identifying assets, gaps, and redundancies.
3. Establishing EA strategies specific to the organization's goals and target architecture based on the baseline.
The document emphasizes that properly institutionalizing EA according to an enterprise architecture framework is important for effectively integrating IT with business objectives.
Configuration of a Guidance Process for Software Process Modeling csandit
This document discusses the configuration of guidance processes for software process modeling. It proposes describing adaptive guidance processes in a "Y" structure with three dimensions: the development context, the adaptation form, and the provided guidance service. The development context considers the material/software platform, activity context, and developer profile. Adaptation forms include contextual, adaptive, and mixed guidance. Services include corrective, constructive, and automatic guidance. The document also presents a configuration management approach for guidance processes involving five interrelated elements: context description, guidance process, configuration basis, deployment cycle, and invocation basis. The goal is to automatically provide the most appropriate guidance process based on the current development context.
THE UNIFIED APPROACH FOR ORGANIZATIONAL NETWORK VULNERABILITY ASSESSMENTijseajournal
The present business network infrastructure is quickly varying with latest servers, services, connections,
and ports added often, at times day by day, and with a uncontrollably inflow of laptops, storage media and
wireless networks. With the increasing amount of vulnerabilities and exploits coupled with the recurrent
evolution of IT infrastructure, organizations at present require more numerous vulnerability assessments.
In this paper new approach the Unified process for Network vulnerability Assessments hereafter called as
a unified NVA is proposed for network vulnerability assessment derived from Unified Software
Development Process or Unified Process, it is a popular iterative and incremental software development
process framework.
A method to_define_an_enterprise_architecture_using_the_zachman_frameworkbambangpadhi
This document describes a method for defining an enterprise architecture using the Zachman Framework. The method proposes a set of artifacts to represent the content of each cell in the Zachman Framework. It also defines rules for filling in the cells in a top-down, incremental order based on dependencies between cells. The artifacts and method are intended to provide structure and guidance for applying the Zachman Framework to develop an enterprise architecture.
1. The document outlines 9 lab assignments related to software engineering processes and techniques. The assignments cover topics like software development models, requirements specification, effort estimation, risk analysis, project scheduling, system modeling, testing, and configuration management.
2. Each assignment includes objectives, references, prerequisites, overview of relevant concepts, expected outputs, and post-lab discussion questions.
3. The assignments are designed to familiarize students with key phases of the software development lifecycle through hands-on practice of process models, documentation, analysis, design, testing and project management methods.
This document discusses software design principles and concepts. It begins by defining software design as translating requirements into a blueprint for constructing software. Key concepts discussed include:
1. Managing complexity through principles like uniformity, accommodating change, and minimizing coupling between modules.
2. Software architecture, which defines the overall structure and interactions between major system elements.
3. Common design techniques like abstraction, modularity, hierarchy, and separation of concerns that help manage complexity.
The document discusses integrating innovation into enterprise architecture management. It proposes using an enterprise architecture approach based on a comprehensive architecture framework to align business, application, and infrastructure architecture. This framework addresses all dimensions relevant for enterprise innovation. The paper introduces an enterprise architecture development process that integrates innovation as a central element of design. It encompasses activities from business visioning to implementation. The roles of stakeholders from business and IT are also discussed.
Integrating profiling into mde compilersijseajournal
Scientific computation requires more and more performance in its algorithms. New massively parallel
architectures suit well to these algorithms. They are known for offering high performance and power
efficiency. Unfortunately, as parallel programming for these architectures requires a complex distribution
of tasks and data, developers find difficult to implement their applications effectively. Although approaches
based on source-to-source intends to provide a low learning curve for parallel programming and take
advantage of architecture features to create optimized applications, programming remains difficult for
neophytes. This work aims at improving performance by returning to the high-level models, specific
execution data from a profiling tool enhanced by smart advices computed by an analysis engine. In order to
keep the link between execution and model, the process is based on a traceability mechanism. Once the
model is automatically annotated, it can be re-factored aiming better performances on the re-generated
code. Hence, this work allows keeping coherence between model and code without forgetting to harness the
power of parallel architectures. To illustrate and clarify key points of this approach, we provide an
experimental example in GPUs context. The example uses a transformation chain from UML-MARTE
models to OpenCL code.
This document provides a template for a Statement of Architecture Work for the Project XXXX client YYYY. It outlines the objectives, scope, roles and responsibilities, approach, work plan, risks and acceptance criteria for the architecture project. The architecture work will follow the TOGAF Architecture Development Method and Architecture Content Framework, documenting the business, information systems, and technology architecture. Key deliverables will include architecture documents and views addressing stakeholder concerns.
The document summarizes a feasibility assessment of three candidate systems for an information system project. It describes the operational, technical, economic and schedule feasibility of each candidate. Metrics like functionality, costs, benefits and timelines are evaluated. Candidate 2 scores the highest overall due to fully supporting required functionality, using a mature technology, having the best cost-benefit profile and moderate implementation timeline.
Process-Centred Functionality View of Software Configuration Management: A Co...theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
STRUCTURAL VALIDATION OF SOFTWARE PRODUCT LINE VARIANTS: A GRAPH TRANSFORMATI...IJSEA
This document discusses an approach to structurally validating software product line variants using graph transformations. The authors propose using model transformations to automatically validate products according to dependencies defined in the feature diagram. They introduce necessary meta-models and present graph grammars to perform validation using the AToM3 tool. The approach is illustrated through examples.
Formalizing Collaborative Software Development Issues: A Collaborative Work A...IOSR Journals
This document proposes a data mining approach to address the resource allocation issue in collaborative software development. Specifically, it uses an Apriori-like algorithm to discover patterns from workflow log data and generate resource allocation rules. A lift calculation is then used to interpret negatively correlated rules for resource booking. The rules are rated based on confidence measures and recommended to workflow managers. This closed-loop approach aims to provide more efficient and fine-grained resource allocation than traditional function-based methods.
The document provides an overview and introduction to Oracle's Project Management Method (PJM). PJM is Oracle's standardized approach to project management for information technology projects. It focuses on defining client expectations, maintaining visibility, and implementing control mechanisms. PJM is organized around five core management processes: Control and Reporting, Work Management, Resource Management, Quality Management, and Configuration Management. It also structures tasks into Planning, Control, and Execution categories to support the project life cycle.
Operational Level Agreements (OLAs) of Pool of People applied in Project Mana...Guttenberg Ferreira Passos
This document provides a summary of an operational level agreements (OLA) document for pool of people applied in project management complexes. It outlines the current problem of insufficient capacity to meet service demands on time. It describes stakeholders and their needs. It also reviews relevant literature on organizational responsibility models, leadership decision making frameworks, and project management methods. Finally, it provides an overview of the proposed solution to implement OLAs between areas to share resources and meet deadlines through improved communication and responsibility.
The DSS presented in this document is a tool that improves the effectiveness of the decision making process that results in estimating, planning, and adapting: the products (software architecture, design specifications and code ), the activities (designing architecture, defining design specifications, and producing code) , and the measures of goodness (number of known requirements met, degree of resilience to new requirements, and degree of reusability) of the design and implementation phases of a Software Development Life Cycle.
The Rational Unified Process (RUP) is an iterative software development framework that includes four phases: Inception, Elaboration, Construction, and Transition. Each phase contains iterative cycles where requirements, design, and code are developed and tested. RUP emphasizes iterative development, managing requirements and risk, visual modeling, early testing, and architecture-centric design. It is a flexible framework that can be tailored for different project sizes and domains.
This document presents a method for using benchmarking in the enterprise architecture planning process. It discusses benchmarking best practices from other organizations to help develop the target architecture and transition plan. The method uses the Federal Enterprise Architecture Framework reference models to identify benchmarkable domains across the business, data, application and technology layers. A multi-step benchmarking model is then described that involves normalizing data, calculating distances between options, and restricting options to identify best practices for the target architecture. The goal is to reduce risks and speed up the enterprise architecture planning process by leveraging benchmarks from successful organizations.
The document summarizes and compares two software development methods: Dynamic Systems Development Method (DSDM) and Rapid Application Development (RAD). It provides an overview of the characteristics and principles of DSDM, including that it is more suitable for in-house and market-driven projects rather than contract-driven projects. The major weakness is that requirements are loosely defined and it is difficult to plan. However, the major strength is that the end products fit business needs well since users are heavily involved. It also briefly summarizes RAD and identifies some similarities and differences between the two methods.
This document provides an overview of key design concepts in software engineering, including abstraction, architecture, patterns, and others. It discusses how software design has evolved over decades to incorporate these concepts. Abstraction involves representing solutions at different levels of detail. Architecture defines the overall structure of a software system. Patterns describe proven solutions to common problems. The document also discusses quality guidelines for software design and how the design process fits within the broader context of software engineering.
The document discusses the essential layers, artifacts, and dependencies that constitute enterprise architecture. It proposes that enterprise architecture should be represented as a hierarchical, multi-layer system comprising aggregation hierarchies, architecture layers, and views. The core layers include business architecture, process architecture, integration architecture, software architecture, and technology architecture. Enterprise architecture provides an overview of aggregate artifacts and their relationships across all layers.
This document discusses enterprise architecture (EA) institutionalization and assessment. It proposes an EA institutionalization process with the following key steps:
1. Initiation involving identifying business questions, establishing business and IT strategies, and building an EA team.
2. Defining a baseline architecture by describing the current enterprise architecture and identifying assets, gaps, and redundancies.
3. Establishing EA strategies specific to the organization's goals and target architecture based on the baseline.
The document emphasizes that properly institutionalizing EA according to an enterprise architecture framework is important for effectively integrating IT with business objectives.
Configuration of a Guidance Process for Software Process Modeling csandit
This document discusses the configuration of guidance processes for software process modeling. It proposes describing adaptive guidance processes in a "Y" structure with three dimensions: the development context, the adaptation form, and the provided guidance service. The development context considers the material/software platform, activity context, and developer profile. Adaptation forms include contextual, adaptive, and mixed guidance. Services include corrective, constructive, and automatic guidance. The document also presents a configuration management approach for guidance processes involving five interrelated elements: context description, guidance process, configuration basis, deployment cycle, and invocation basis. The goal is to automatically provide the most appropriate guidance process based on the current development context.
THE UNIFIED APPROACH FOR ORGANIZATIONAL NETWORK VULNERABILITY ASSESSMENTijseajournal
The present business network infrastructure is quickly varying with latest servers, services, connections,
and ports added often, at times day by day, and with a uncontrollably inflow of laptops, storage media and
wireless networks. With the increasing amount of vulnerabilities and exploits coupled with the recurrent
evolution of IT infrastructure, organizations at present require more numerous vulnerability assessments.
In this paper new approach the Unified process for Network vulnerability Assessments hereafter called as
a unified NVA is proposed for network vulnerability assessment derived from Unified Software
Development Process or Unified Process, it is a popular iterative and incremental software development
process framework.
A method to_define_an_enterprise_architecture_using_the_zachman_frameworkbambangpadhi
This document describes a method for defining an enterprise architecture using the Zachman Framework. The method proposes a set of artifacts to represent the content of each cell in the Zachman Framework. It also defines rules for filling in the cells in a top-down, incremental order based on dependencies between cells. The artifacts and method are intended to provide structure and guidance for applying the Zachman Framework to develop an enterprise architecture.
1. The document outlines 9 lab assignments related to software engineering processes and techniques. The assignments cover topics like software development models, requirements specification, effort estimation, risk analysis, project scheduling, system modeling, testing, and configuration management.
2. Each assignment includes objectives, references, prerequisites, overview of relevant concepts, expected outputs, and post-lab discussion questions.
3. The assignments are designed to familiarize students with key phases of the software development lifecycle through hands-on practice of process models, documentation, analysis, design, testing and project management methods.
This document discusses software design principles and concepts. It begins by defining software design as translating requirements into a blueprint for constructing software. Key concepts discussed include:
1. Managing complexity through principles like uniformity, accommodating change, and minimizing coupling between modules.
2. Software architecture, which defines the overall structure and interactions between major system elements.
3. Common design techniques like abstraction, modularity, hierarchy, and separation of concerns that help manage complexity.
The document discusses integrating innovation into enterprise architecture management. It proposes using an enterprise architecture approach based on a comprehensive architecture framework to align business, application, and infrastructure architecture. This framework addresses all dimensions relevant for enterprise innovation. The paper introduces an enterprise architecture development process that integrates innovation as a central element of design. It encompasses activities from business visioning to implementation. The roles of stakeholders from business and IT are also discussed.
Integrating profiling into mde compilersijseajournal
Scientific computation requires more and more performance in its algorithms. New massively parallel
architectures suit well to these algorithms. They are known for offering high performance and power
efficiency. Unfortunately, as parallel programming for these architectures requires a complex distribution
of tasks and data, developers find difficult to implement their applications effectively. Although approaches
based on source-to-source intends to provide a low learning curve for parallel programming and take
advantage of architecture features to create optimized applications, programming remains difficult for
neophytes. This work aims at improving performance by returning to the high-level models, specific
execution data from a profiling tool enhanced by smart advices computed by an analysis engine. In order to
keep the link between execution and model, the process is based on a traceability mechanism. Once the
model is automatically annotated, it can be re-factored aiming better performances on the re-generated
code. Hence, this work allows keeping coherence between model and code without forgetting to harness the
power of parallel architectures. To illustrate and clarify key points of this approach, we provide an
experimental example in GPUs context. The example uses a transformation chain from UML-MARTE
models to OpenCL code.
This document provides a template for a Statement of Architecture Work for the Project XXXX client YYYY. It outlines the objectives, scope, roles and responsibilities, approach, work plan, risks and acceptance criteria for the architecture project. The architecture work will follow the TOGAF Architecture Development Method and Architecture Content Framework, documenting the business, information systems, and technology architecture. Key deliverables will include architecture documents and views addressing stakeholder concerns.
The document summarizes a feasibility assessment of three candidate systems for an information system project. It describes the operational, technical, economic and schedule feasibility of each candidate. Metrics like functionality, costs, benefits and timelines are evaluated. Candidate 2 scores the highest overall due to fully supporting required functionality, using a mature technology, having the best cost-benefit profile and moderate implementation timeline.
Process-Centred Functionality View of Software Configuration Management: A Co...theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
STRUCTURAL VALIDATION OF SOFTWARE PRODUCT LINE VARIANTS: A GRAPH TRANSFORMATI...IJSEA
This document discusses an approach to structurally validating software product line variants using graph transformations. The authors propose using model transformations to automatically validate products according to dependencies defined in the feature diagram. They introduce necessary meta-models and present graph grammars to perform validation using the AToM3 tool. The approach is illustrated through examples.
Formalizing Collaborative Software Development Issues: A Collaborative Work A...IOSR Journals
This document proposes a data mining approach to address the resource allocation issue in collaborative software development. Specifically, it uses an Apriori-like algorithm to discover patterns from workflow log data and generate resource allocation rules. A lift calculation is then used to interpret negatively correlated rules for resource booking. The rules are rated based on confidence measures and recommended to workflow managers. This closed-loop approach aims to provide more efficient and fine-grained resource allocation than traditional function-based methods.
The document provides an overview and introduction to Oracle's Project Management Method (PJM). PJM is Oracle's standardized approach to project management for information technology projects. It focuses on defining client expectations, maintaining visibility, and implementing control mechanisms. PJM is organized around five core management processes: Control and Reporting, Work Management, Resource Management, Quality Management, and Configuration Management. It also structures tasks into Planning, Control, and Execution categories to support the project life cycle.
Operational Level Agreements (OLAs) of Pool of People applied in Project Mana...Guttenberg Ferreira Passos
This document provides a summary of an operational level agreements (OLA) document for pool of people applied in project management complexes. It outlines the current problem of insufficient capacity to meet service demands on time. It describes stakeholders and their needs. It also reviews relevant literature on organizational responsibility models, leadership decision making frameworks, and project management methods. Finally, it provides an overview of the proposed solution to implement OLAs between areas to share resources and meet deadlines through improved communication and responsibility.
The DSS presented in this document is a tool that improves the effectiveness of the decision making process that results in estimating, planning, and adapting: the products (software architecture, design specifications and code ), the activities (designing architecture, defining design specifications, and producing code) , and the measures of goodness (number of known requirements met, degree of resilience to new requirements, and degree of reusability) of the design and implementation phases of a Software Development Life Cycle.
The Rational Unified Process (RUP) is an iterative software development framework that includes four phases: Inception, Elaboration, Construction, and Transition. Each phase contains iterative cycles where requirements, design, and code are developed and tested. RUP emphasizes iterative development, managing requirements and risk, visual modeling, early testing, and architecture-centric design. It is a flexible framework that can be tailored for different project sizes and domains.
VoIP Implementation WBSTask NameDurationStart DateEnd DatePredeces.docxjessiehampson
VoIP Implementation WBSTask NameDurationStart DateEnd DatePredecessors% CompleteStatusAssigned ToCommentsStartFinishCritical1. Intiation14d10/02/1910/15/1999%CompleteJevin 1.1 Recommendation & evaluation3d10/02/1910/04/19100%CompletedJenny 1.2 Project chart Deveelopment2d10/05/1910/06/19100%CompletedJenny 1.3 Outline of deliverable2d10/07/1910/08/19100%CompletedMark 1.4 Stakeholders analysis3d10/09/1910/11/194100%CompletedJoe 1.5 Charter signed by Authority4d10/12/1910/15/1995%In ProgressJoe2. Planning22d10/16/1911/07/19 2.1 Make a scope management2d10/16/1910/17/190%Not StartedJudy 2.2 Design the project team4d10/18/1910/21/090%Not StartedMolly 2.3 Intial meeting to boost the project3d10/22/1910/24/190%Not StartedMolly 2.4 Development of project plan2d10/25/1910/26/19130%Not StartedJudy 2.4.1 Create the schedules2d10/27/1910/28/190%Not StartedAlex 2.4.2 Analysis the critical path3d10/29/1911/01/190%Not StartedAlex 2.5 Submission of Project plan4d11/02/1911/05/190%Not StartedTim 2.6 Approval for project Plan2d11/06/1911/07/19120%Not StartedTiana3. Designing20d11/08/1911/27/19 3.1 Meeting to boost the team2d11/08/1911/09/190%Not StartedMandy 3.2 Verify the user requirements3d11/10/1911/12/190%Not StartedMandy 3.3 Designing of system4d11/13/0911/16/190%Not StartedKathy 3.4 procurement of software and hardware3d11/17/1911/19/190%Not StartedKathy 3.5 Installation of development system2d11/20/1911/21/190%Not StartedTim 3.6 Initiate testing3d11/22/1911/24/190%Not StartedHarry 3.7 Installation of live system2d11/25/1911/26/19200%Not StartedHarry 3.8 Training of users1d11/27/1911/27/190%Not StartedTiana4. Control20d11/28/1912/18/19 4.1 Management of Project4d11/28/1912/01/190%Not StartedMolly 4.2 Meetings to track the status of the meeting4d12/02/1912/05/190%Not StartedMolly 4.3 Risk management8d12/06/1912/13/190%Not StartedManoj 4.4 Updation of project management plan5d12/14/1912/18/190%Not StartedMandy5. Closing11d12/19/1912/29/19 5.1 Audit procurement4d12/19/1912/22/190%Not StartedAlisha 5.2 Updating and revision of documents2d12/23/1912/24/19300%Not StartedPrem 5.3 Update records and files2d12/25/1912/26/190%Not StartedHari 5.4 Receive the acceptance formally1d12/27/1912/27/190%Not StartedJames 5.5. Archieve Documents and files2d12/28/1912/29/190%Not StartedJames
Comments
Running Head: PROJECT PLAN-BUSINESS REQUIRMENT DOCUMENT 1
PROJECT PLAN-BUSINESS REQUIRMENT DOCUMENT 21
Project Plan-Business Requirement Document
CIS 599 Graduate Info Systems Capstone
Abstract
After finishing project plan inception with introduction Docume ...
The document discusses several topics related to software development methodologies:
- Joint Application Development (JAD) is a methodology that involves end users in designing and developing applications through collaborative workshops.
- Rapid Application Development (RAD) is an iterative process that segments software delivery into pieces to provide functionality faster compared to a single large implementation.
- The Systems Development Life Cycle (SDLC) describes the stages of an information system project from initial feasibility study through maintenance. It discusses different SDLC methodologies like waterfall, RAD, and spiral models.
- Use cases model interactions between actors and a system, representing the system's capabilities and how it may be used. Activity and sequence diagrams also help describe workflows and object
“Scrumbear” framework for solving traditional scrum model problemsjournalBEEI
Software engineering is a discipline that is little understood by people. It defines how software is developed and maintained to meet the clients’ requirements. Software engineers follow certain systems and standards in their work to meet the clients’ desires. It is on this background that engineers follow specific models in coming up with the final product. One of the models highly used is scrum, which is one of the agile methodologies. However, despite being highly used, it has inherent flaws that need to be corrected. Those flaws are product owner continues changing; do not accept changes in working scrum, sprint’s release time limitation, finally wasting team time within each sprint. This paper presents a new framework, which is an updated version of the current Scrum, to overcome the scum models mentioned issues. In this study, a new framework is presented in a way that is understandable and needed by software developer’s team upon the collected qualitative and quantitative data. The implementation was by making some changes to the current scrum model leading to the “Scrumbear”, certain flaws can be corrected. One of the presented changes involve adding the control master rule to ensure controlling the requirements changing.
The document discusses process models in software engineering. It defines process models as a framework that defines the typical activities, actions, and tasks required to build high-quality software. Process models provide stability, control, and organization to the software development process. The document discusses the key components of a generic process model, including the five framework activities of communication, planning, modeling, construction, and deployment. It also discusses process flows, task sets, process patterns, process assessment, and prescriptive process models.
Project management methodologies change over time but one element of all projects always remains important - Project Charter. Here I am sharing a template for a medium to large implementation project type of project, for example SAP system implementation.
This document discusses software engineering documentation and its importance in software development. It covers the different phases of software engineering like analysis, design, implementation and testing. It also discusses the advantages and disadvantages of documentation. Proper documentation is important as it helps structure information, visualize designs without executing the system, and aids in maintenance. The document provides examples of good documentation practices and emphasizes quality throughout the software development life cycle.
This document discusses various process models for software engineering. It begins by defining what a process model is and explaining why they are useful. It then covers traditional sequential models like waterfall and V-model. Iterative and incremental models like prototyping and spiral modeling are described which allow for software to evolve through iterations. Other topics covered include concurrent modeling, component-based development, formal methods, aspects, unified process and personal software process. The document provides details on different process patterns, assessment methods and considerations for evolutionary processes.
Running Head PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT .docxjeanettehully
Running Head: PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT
1
Project Plan-Business Requirement Document
Ali Allami
CIS 599
Graduate Information Systems Capstone
Supported by: Professor. Mark Cohen
Oct 27, 2019
PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT 2
Abstract
The project plan inception has been complete in last week with introduction documenting the cur-
rent IT network and that system is very important. Many kinds of businesses have an operation in place
to help with project management and implementation requirement. There is a chance for improvement
includes making suitable assessments of how to size a project is and project cost estimated.
There are multiple various names for tools that used with for this process: business needs requirement
and specification, requirements specification or, simply, business requirements. Business requirements
are the significant works of a company that must be done to make the company successful. And a busi-
ness requirements document (BRD) means company work documentation. The BRD process can be
incorporated within a Six Sigma DMAIC Define, Measure, Analyze, Improve, and Control culture.
Completion of a quality requirements document allows user needs and expectations to be captured, so
that infrastructure and information systems can be designed properly. Using the requirements document
provided in the course shell as a part of the requirements gathering process. You are to assess the needs
of the company as it prepares to become a multinational organization. You must consider current and
future trends and requirements; however, assumptions should be realistic and carefully considered. The
needs of the organization should be documented. Later deliverables will focus on specifics of all re-
quirements.
In the Business Require Document of this project I will describe the project summary and project
scope of work. In the scope, I will explain how to control the scope. Then I will describe the possible
risks, then integration with database and data warehousing, cloud technology and Virtualization, and
security level. The Project plan in MS Project (.mpp file) will be in the second attaced.
PROJECT PLAN-BUSINESS REQUIREMENT DOCUME ...
The Unified Process (UP) is a popular iterative software development process for building object-oriented systems. It is flexible and incorporates best practices from other agile methods. The UP consists of four phases - Inception, Elaboration, Construction, and Transition. The Inception phase involves establishing an initial vision, scope, and feasibility of the project through analyzing a portion of requirements and risks. A decision is made whether to proceed further with more detailed planning in the Elaboration phase.
A business analyst helps bridge the gap between business needs and technical solutions. They analyze an organization's structure, business models, processes and requirements. This includes strategic planning, process design, and interpreting business rules for technical systems. The business analyst ensures the technical solution meets the business goals. Key deliverables include business requirements, functional specifications, user needs documents, and traceability matrices to track requirements throughout the project. Having a business analyst involved in software projects helps clearly define needs and prevents miscommunication between stakeholders and developers.
This document discusses various proposed software development methodologies that are based on model-driven architecture (MDA). It first provides background on MDA and its key concepts. It then examines how MDA can be mapped to the Rational Unified Process (RUP) software development lifecycle framework. The rest of the document describes several specific MDA-based methodologies: MODA-TEL, MASTER, MIDAS, C3, ODAC, and DREAM. It compares these methodologies based on which phases of the software development lifecycle they cover in detail. The document concludes that while many have invested in MDA, a standardized methodology for developing model-based systems is still lacking.
The document discusses software requirements and documentation. It states that properly documenting requirements is crucial to avoid mistakes during development. Requirements analysis involves gathering and analyzing requirements, then specifying them in a document. This ensures developers understand the problem and can develop a satisfactory solution. The document also discusses data flow modeling, object-oriented modeling, prototyping techniques, and classifying requirements as functional or non-functional.
This document discusses different design methods and views used in software architecture and development processes. It describes procedural, structural and object-oriented design methods. It also discusses the 4+1 view model, which separates an architecture into 5 views - logical, process, development, physical and use case views. Finally, it summarizes the Unified Process (UP), which is an iterative software development process consisting of inception, elaboration, construction and transition phases focused on requirements, analysis, design, implementation and testing workflows.
Generate rough cut capacity plan
Planner: Get planning parameters
Planning Parameters: Return planning parameters
Planner: Get product constraints
Product Constraints: Return constraints
Planner: Generate rough cut capacity plan
Planner: Send rough cut capacity plan to assistant
Assistant: Acknowledge receipt of rough cut capacity plan
Planner: Inform business partner of rough cut capacity plan
Business
Priorities
Priority 1: Improve forecast accuracy
Priority 2: Reduce inventory levels
Priority 3: Shorten order fulfillment lead time
Process models provide structure and organization to software development projects. They define a series of steps and activities to follow, including communication, planning, modeling, construction, and deployment. Various process models exist such as waterfall, iterative, incremental, prototyping, and spiral. Process patterns describe common problems encountered and proven solutions. Process assessment ensures the chosen process meets criteria for success. Evolutionary models like prototyping and spiral are useful when requirements are unclear and the project involves risk reduction through iterative development.
The document discusses various software development process models including:
- Waterfall model - A linear sequential model that progresses through requirements, design, implementation, testing, integration, and maintenance.
- V-Model - A variation of waterfall that incorporates validation and verification at each stage.
- Incremental model - Combines elements of linear and parallel flows by delivering incremental versions of software.
- Evolutionary models like prototyping and spiral model - Iteratively develop increasingly complete versions of software to accommodate changing requirements.
- Concurrent model - Allows activities like modeling to occur concurrently rather than sequentially.
It also discusses process frameworks, patterns, assessment, and personal software process models. The goal is to provide structure while allowing for flexibility
The document describes the Dynamic System Development Method (DSDM) framework. It discusses DSDM's 9 principles, which include active user involvement, empowering teams to make decisions, and iterative and incremental development. It outlines the typical project structure in DSDM, including roles like project manager, team leader, and user ambassador. Projects follow a 7 phase process including feasibility study, business study, and iterative development phases. Core techniques recommended in DSDM are also described, such as timeboxing, prioritization rules, prototyping, and workshops.
The document discusses systems analysis and design. It provides an overview of the software development life cycle (SDLC) and various methodologies including Rational Unified Process (RUP), Agile, Scrum, eXtreme Programming (XP), and others. It describes the phases of RUP including inception, elaboration, construction, and transition. It also discusses key aspects of RUP like risk-driven development, use case driven development, and architecture-centric design.
Similar to Requirements engineering in the rational unified process (20)
Electric vehicle and photovoltaic advanced roles in enhancing the financial p...IJECEIAES
Climate change's impact on the planet forced the United Nations and governments to promote green energies and electric transportation. The deployments of photovoltaic (PV) and electric vehicle (EV) systems gained stronger momentum due to their numerous advantages over fossil fuel types. The advantages go beyond sustainability to reach financial support and stability. The work in this paper introduces the hybrid system between PV and EV to support industrial and commercial plants. This paper covers the theoretical framework of the proposed hybrid system including the required equation to complete the cost analysis when PV and EV are present. In addition, the proposed design diagram which sets the priorities and requirements of the system is presented. The proposed approach allows setup to advance their power stability, especially during power outages. The presented information supports researchers and plant owners to complete the necessary analysis while promoting the deployment of clean energy. The result of a case study that represents a dairy milk farmer supports the theoretical works and highlights its advanced benefits to existing plants. The short return on investment of the proposed approach supports the paper's novelty approach for the sustainable electrical system. In addition, the proposed system allows for an isolated power setup without the need for a transmission line which enhances the safety of the electrical network
artificial intelligence and data science contents.pptxGauravCar
What is artificial intelligence? Artificial intelligence is the ability of a computer or computer-controlled robot to perform tasks that are commonly associated with the intellectual processes characteristic of humans, such as the ability to reason.
› ...
Artificial intelligence (AI) | Definitio
Discover the latest insights on Data Driven Maintenance with our comprehensive webinar presentation. Learn about traditional maintenance challenges, the right approach to utilizing data, and the benefits of adopting a Data Driven Maintenance strategy. Explore real-world examples, industry best practices, and innovative solutions like FMECA and the D3M model. This presentation, led by expert Jules Oudmans, is essential for asset owners looking to optimize their maintenance processes and leverage digital technologies for improved efficiency and performance. Download now to stay ahead in the evolving maintenance landscape.
Use PyCharm for remote debugging of WSL on a Windo cf5c162d672e4e58b4dde5d797...shadow0702a
This document serves as a comprehensive step-by-step guide on how to effectively use PyCharm for remote debugging of the Windows Subsystem for Linux (WSL) on a local Windows machine. It meticulously outlines several critical steps in the process, starting with the crucial task of enabling permissions, followed by the installation and configuration of WSL.
The guide then proceeds to explain how to set up the SSH service within the WSL environment, an integral part of the process. Alongside this, it also provides detailed instructions on how to modify the inbound rules of the Windows firewall to facilitate the process, ensuring that there are no connectivity issues that could potentially hinder the debugging process.
The document further emphasizes on the importance of checking the connection between the Windows and WSL environments, providing instructions on how to ensure that the connection is optimal and ready for remote debugging.
It also offers an in-depth guide on how to configure the WSL interpreter and files within the PyCharm environment. This is essential for ensuring that the debugging process is set up correctly and that the program can be run effectively within the WSL terminal.
Additionally, the document provides guidance on how to set up breakpoints for debugging, a fundamental aspect of the debugging process which allows the developer to stop the execution of their code at certain points and inspect their program at those stages.
Finally, the document concludes by providing a link to a reference blog. This blog offers additional information and guidance on configuring the remote Python interpreter in PyCharm, providing the reader with a well-rounded understanding of the process.
Introduction- e - waste – definition - sources of e-waste– hazardous substances in e-waste - effects of e-waste on environment and human health- need for e-waste management– e-waste handling rules - waste minimization techniques for managing e-waste – recycling of e-waste - disposal treatment methods of e- waste – mechanism of extraction of precious metal from leaching solution-global Scenario of E-waste – E-waste in India- case studies.
Software Engineering and Project Management - Introduction, Modeling Concepts...Prakhyath Rai
Introduction, Modeling Concepts and Class Modeling: What is Object orientation? What is OO development? OO Themes; Evidence for usefulness of OO development; OO modeling history. Modeling
as Design technique: Modeling, abstraction, The Three models. Class Modeling: Object and Class Concept, Link and associations concepts, Generalization and Inheritance, A sample class model, Navigation of class models, and UML diagrams
Building the Analysis Models: Requirement Analysis, Analysis Model Approaches, Data modeling Concepts, Object Oriented Analysis, Scenario-Based Modeling, Flow-Oriented Modeling, class Based Modeling, Creating a Behavioral Model.
Redefining brain tumor segmentation: a cutting-edge convolutional neural netw...IJECEIAES
Medical image analysis has witnessed significant advancements with deep learning techniques. In the domain of brain tumor segmentation, the ability to
precisely delineate tumor boundaries from magnetic resonance imaging (MRI)
scans holds profound implications for diagnosis. This study presents an ensemble convolutional neural network (CNN) with transfer learning, integrating
the state-of-the-art Deeplabv3+ architecture with the ResNet18 backbone. The
model is rigorously trained and evaluated, exhibiting remarkable performance
metrics, including an impressive global accuracy of 99.286%, a high-class accuracy of 82.191%, a mean intersection over union (IoU) of 79.900%, a weighted
IoU of 98.620%, and a Boundary F1 (BF) score of 83.303%. Notably, a detailed comparative analysis with existing methods showcases the superiority of
our proposed model. These findings underscore the model’s competence in precise brain tumor localization, underscoring its potential to revolutionize medical
image analysis and enhance healthcare outcomes. This research paves the way
for future exploration and optimization of advanced CNN models in medical
imaging, emphasizing addressing false positives and resource efficiency.
Redefining brain tumor segmentation: a cutting-edge convolutional neural netw...
Requirements engineering in the rational unified process
1. Requirements Engineering in the Rational
Unified Process
Johannes Passing
Hasso-Plattner-Institute for Software Engineering, D-14482 Potsdam
johannes.passing@hpi.uni-potsdam.de
Abstract. This paper aims at providing an overview of Requirements
Engineering in the context of the Rational Unified Process. After a brief
introduction to the general concepts of the Rational Unified Process,
the requirements-related Disciplines “Business Modeling” and “Require-
ments” are described in more detail.
1 Introduction
Capturing and managing requirements is a key factor to the success of a software
development effort. As such, it is both obvious and reasonable to tightly inte-
grate the requirements-related activities with the rest of the software engineering
process. The Rational Unified Process (RUP) [3], targeted at covering the com-
plete development lifecycle of a software project, implements this integration by
incorporating Requirements Engineering as one of its core disciplines.
One of the main difficulties of requirements capture is the fact that stake-
holders alone, once identified, can neither be expected to specify all requirements
at the beginning of the project nor to specify each requirement of the system
to be developed in the desired precision. Whilst this observation can hardly be
influenced by the practices deployed, the method of capturing and maintaining
these requirements also has great influence on the success of the project.
Classic requirements capture, as criticized by RUP, mainly focuses on “what”
is to be developed, and partly “how” it should be developed, while often neglect-
ing the individual intents and “why”s behind each requirement [1].
Regarding a common sentence like “If event x occurs, the user should re-
ceive an email notification”, it may not be obvious why the email notification
is valuable in this situation and consequently, it may be hard to decide on the
importance of this specific requirement. In contrast, the better analysts and
developers understand the context and the rationale of each requirement, the
easier it is to comprehend and interpret the requirement itself and consequently,
to develop a suitable solution.
Another criticism stated by Kruchten [1] concerns the Waterfall Process [4].
In the Waterfall Process, requirements are largely assumed to be captureable
completely at the beginning of the project. As such, requirements are assumed
to be stable throughout the rest of the project and can thus serve as a reliable
foundation for further planning. This, however, neglects the fact that not only
2. 2
user requirements are likely to change at a later stage, but also that technological
requirements should not be assumed to be stable.
2 The Rational Unified Process
The Rational Unified Process is an iterative software engineering process con-
sisting of both a process framework and a process product. As a process product,
it consists of a comprehensive HTML-based documentation [6, 7], including sup-
port material such as checklists or document templates. Initially released by the
Rational Software Corporation, RUP is now maintained and distributed by IBM
as a commercial, non royalty-free product [6]. As a process framework, it pro-
vides an approach to organizing and assigning tasks within an organization. The
six main practices covered by RUP are [1]:
1. Develop software iteratively
2. Manage requirements
3. Use component-based architectures
4. Visually model software
5. Continuously verify software quality
6. Control changes to software
Fig. 1. Phases and Disciplines in the RUP ([6])
The process described by RUP can be decomposed into Phases and Dis-
ciplines, the latter also referred to as workflows1
. While Phases represent the
temporal aspect of the development process, Disciplines are logical groupings
1
The term “Workflow” has been replaced by “Discipline” in RUP version 2002
3. 3
of activities. Capturing and maintaining requirements is covered by the Re-
quirements Discipline and, as noted above, is thus fully incorporated into this
structure. As can be seen in Figure 1, the Disciplines Requirements and Business
Modeling, which will be further explored in the following sections, are not lim-
ited to the Inception Phase. Instead, both are part of all Phases, emphasizing the
fact that capturing and maintaining requirements remains of importance during
the complete development lifecycle.
2.1 Structure
Both the process framework and the documentation rely on a certain structure,
Phase and Discipline being two of the core elements.
Disciplines can be further decomposed into Activities, which denote a coarse
grained area of activity that is to be addressed within the Discipline. Activities
in turn refer to a set of Tasks, whereas a Task can be part of several Activities.
A Task describes a certain unit of work that yields a meaningful result. For
documentation purposes, RUP also includes a step-by-step description for each
of these Tasks. Common to all Tasks is the property that they consume certain
Artifacts and, as the work result, yield new or modified Artifacts.
Task
Artifact
Activity
Phase
Discipline
4
9
1 1..* 1..* 1..*
Step
1
1..*
1
-output
1..*
1
-input
0..*
1..*
1..*
performs
1 *
responsibleFor
1 *
modifies
Template
1
0..*
Checklist
Support Material
Role/Worker
Unified Process
1 4
1
9
GuidelineConcept
Fig. 2. Structure of RUP
In the context of RUP, the notion of an Artifact is not limited to documents.
For example, also models and requirements are referred to as Artifacts. Each of
the Artifacts falls under the responsibility of a certain Role.
A role, also referred to as Worker in [2], defines a certain set of skills, compe-
tences and responsibilities, that can be realized by an individual internal to the
4. 4
organization. There may be several employees realizing a specific role as well as
an employee acting in several roles.
2.2 Tailoring
Especially for smaller projects, addressing all Disciplines, activities and tasks
may impose too much overhead on the project. In order to avoid bureaucracy
and still enable smaller projects to benefit from the concepts and best practices
employed in RUP, the process may be customized to suit the individual needs.
This customization, referred to as Tailoring, can also be used to combine RUP
with practices of agile processes such as Extreme Programming [12] or Scrum
[11].
2.3 Overview of Requirements Capture
Three main aspects of requirements capture can be identified in RUP:
1. Understand System Context
2. Capture functional requirements
3. Capture non-functional requirements
To be able to effectively and successfully capture and maintain requirements, a
certain understanding of the context of the system to be developed is necessary.
Given the example of a transaction processing system for a financial institute
that is to be implemented by an external company, it is a prerequisite for the
implementer to acquire a certain domain knowledge. Capturing and maintaining
this context information is addressed by the Business Modeling Discipline, which
will be further explored in the next section.
Collecting, refining and maintaining both functional and non-functional re-
quirements is the objective of the second Discipline in focus of this paper, the
Requirements Discipline.
3 Business Modeling Discipline
Complex software systems are often not built by organizations themselves, but
instead by external service providers [2]. As a consequence, these service providers
do not have inherent knowledge of the environment the software system is de-
veloped for. Besides establishing a basic knowledge of the problem domain, it
is thus essential for the developing organization to investigate this environment.
Knowing and understanding this context then enables the service provider to
identify and understand the problems and, coming along with that, to identify
improvement potentials.
Aim of the Business Modeling Discipline is to provide a structured approach
to identify structure and dynamics of the target organization as well as to es-
tablish a common, conflict-free understanding among the customers, end users
and developers. To achieve this, Business Modeling employs modeling techniques
5. 5
similar to those for software engineering, which will be presented in the following
sections.
Unsurprisingly, the importance of the Business Modeling Discipline is directly
related to the complexity and size of the project. Whilst it may prove valuable in
larger projects, it may be unnecessary overhead for smaller projects or projects,
where this common understanding has already been established. As such, this
Discipline is regarded optional and, for example, is also not contained in the
“small configuration template”, offered by IBM, which denotes a tailored version
of RUP.
3.1 Domain Modeling
One approach to investigate the context of the system is Domain Modeling. This
technique focuses on the things that exist or play a certain role in the context
of the system. This includes, but is not limited to, business objects, concepts or
certain events.
Common practice in Domain Modeling is therefore to have both modeling
specialists and domain experts to attend workshops, in which the necessary in-
formation will be gathered and modeled appropriately. The concepts and domain
entities can then be incorporated and structured in a UML [10] class diagram,
showing the relationships among the individual elements. These diagrams are
typically of modest size (10 to 50 classes) and may be used as a medium to
communicate the domain concepts and entities. They are, however, not suitable
or intended for being able to serve as a foundation for a later implementation.
Along with creating the class diagrams, a glossary may be created, containing
a short explanation of each of the concepts and terms involved. In less complex
environments projects, the class diagram may also be omitted in favor of a
glossary.
3.2 Business Modeling
In larger or more complex situations, domain models alone may not be enough
to explain and communicate the context. In this case, Business Modeling, a
superset of Domain Modeling may be more applicable.
As in the case of Domain Modeling, identifying domain classes, in this case
named Business Entites is one of the aims of this approach. Additionally, Busi-
ness Actors, Workers as well as Business Use Cases are being modeled.
Business users such as customers or partners are referred to as Busniess
Actors. A Business Worker entitles a role people play within a company. An
example for a Business Worker may thus be the clerk in the branch office of a
bank. Business Use Cases describe processes performed within the organization
By displaying the processes rather than only the “things”, Business Model-
ing establishes a broader, more thorough view of the organization than Domain
Modeling. This broader view and the focus on use cases may especially be valu-
able when implementing systems that have a larger impact on an organization.
6. 6
Rather than adopting existing processes, several processes may in this case be
altered, dropped or introduced - as such, reflection on how the business is run
[1] is an important part of this modeling process.
In the case of Domain Modeling, the value and conciseness of the class dia-
grams created are largely dependent on the competence and experience of the
individual domain experts. By applying a more structured procedure, Business
Modeling tries to reduce this dependency. Moreover, as Business Workers, Enti-
ties and Use Cases are embedded into more comprehensive models, the rationale
behind each of these elements becomes more clear and can be traced back to the
customer more easily.
Fig. 3. Business Modeling Discipline ([7])
Figure 3 shows the sequence of activities performed in Business Modeling.
Domain Modeling is shown as an Activity on the right, which nicely illustrates
the relationship between these two approaches.
Like all other Activities and Disciplines in RUP, Business Modeling involves
dealing with several Artifacts. The most important among these, especially in re-
7. 7
gard of the relationship to the Requirements Discipline, are the Business Object
Model and the Business Use Case Model.
Business Use Case A Business Use Case identifies a service or value offered by
the organization to an external stakeholder (Business Actor), such as a customer
or partner. As such, it denotes the most abstract view of the company, i.e. only
the interactions with external entities are shown while the internal processes of
the organization are hidden.
Given the example of a financial institute, the following simple business use
case is conceivable. It shall be noted that a special UML Profile [5, 8] is deployed
for Business Use Case modeling, which also makes the models distinguishable
from (System) Use Cases.
Customer
Money Transaction
Fig. 4. Sample Business Use Case Model (derived from [1])
Business Object Model The Business Object model describes realizations of
Business Use Cases in the form of an object model, thus representing a more
inside view of the business. Following the example of the financial institute, it
may now be modeled that the “Money Transaction” Use Case is indeed realized
by two workers, one of them a case worker interacting with the customer, the
other one being an internal worker only. As resources, they have access to the
customer profile, the account an loan data.
: Customer
: Clerk : Loan
Specialist
: Customer
Profile
: Account : Loan
Fig. 5. Sample Business Object Model (derived from [1])
8. 8
As in the case of Business Models, special symbols are used for these Business
Object Models [5].
From the Business Model to the systems While creating Business Use
Case and Object Models helps structuring and maintaining information about
the organization, these models also provide a starting point for deriving System
Use Case Models, which are dealt with in the Requirements Discipline. System
Use Cases, in contrast to Business Use Cases, denote the more classic usage of
use cases, i.e. they describe the use cases implemented by a software system as
well as the Actors interacting with the system.
The first question that is to be posed for each individual Business Worker
mentioned in the Business Object Model is whether or not the worker will in-
teract with the system to be built. Consequently, each interacting worker will
then become an Actor in the System Use Case Model. Furthermore, for each
Business Use Case the Business Worker participates in, a System Use Case can
be identified.
Money Transaction 1
Clerk
Money Transaction 2
Loan Specialist
Fig. 6. Derived System Use Case Model (derived from [1])
Performing these steps for all Business Workers yields an initial System Use
Case Model, as illustrated by Figure 6. As the Customer, represented by a Busi-
ness Actor in the Business Use Case and Object Model, is both external to the
company and has no direct interaction with the system, he/she is not represented
in the initial System Use Case Model.
Money Transaction
1.1
Customer
Money Transaction 2
Loan Specialist
Fig. 7. Derived System Use Case Model (derived from [1])
Starting from this model, one may reflect on automating certain Business
Workers. Following the example of a transaction processing system to be imple-
mented for a bank institute, it would be well conceivable to let the customer
directly interact with the system instead of communicating with the Clerk as a
mediator. Figure 7, showing a refined System Use Case Model, incorporates this
idea - the Actor “Clerk”, who had been derived from the corresponding Business
9. 9
Worker has now been replaced by the customer, who, for example, now interacts
with our system by using a web interface or similar facilities. Considering the
fact that we have essentially replaced a Business Worker by a Business Actor, it
now becomes obvious that we have changed the way the business is performed
[7] - responsibilities of the Business Worker, an employee, have been transferred
to the Business Actor, a customer.
Though Business Modeling or Domain Modeling may be a too time-consuming
process for smaller projects, it provides valuable information to the other Dis-
ciplines. Business Use Case Model, Business Object Model as well as Domain
Model are well-suited to describe the concepts and processes of the organization
in scope of the project. Also, it may be assumed that by creating the model and
by capturing the information required to develop these models, the analysts gain
a much deeper insight into the processes of the organization and the rationales
behind the system to be developed than by only focusing on the requirements
formulated by the stakeholders.
4 Requirements Discipline
Aim of the Requirements Discipline is to capture, structure and maintain require-
ments formulated by stakeholders as well as to manage changing requirements.
As most of the activities performed by other Disciplines are directly or indirectly
dependent on requirements, the Requirements Discipline has an important po-
sition in the overall development process.
Besides providing a significant portion of the input to other Disciplines such
as Analysis and Design, solid requirements management is also a prerequisite for
being able to estimate cost and effort the development project will involve.
Especially in larger projects, the Requirements Discipline can significantly
profit from Business Modeling. The Business Modeling Discipline provides valu-
able information about the organization and the context of the system, but, as
described before, can also yield some of the initial use cases. The decision whether
to perform or to omit the Business Modeling Discipline therefore influences the
way the Requirements Discipline is performed.
The actual process employed by the Requirements Discipline is largely fo-
cused on Use Cases, which are assumed to be an appropriate medium for com-
municating functional requirements among stakeholders and developers. For this
purpose, Use Cases as well as all other specifications and documents dealt with
in this Discipline should also be authored in the customers language.
Figure 8 shows the workflow used in the Requirements Discipline. Unlike the
workflow of the Business Modeling, the flow is not sequential but contains several
cycles. This, as well as the fact that the complete activity diagram is executed
repeatedly, emphasizes the fact that RUP is an iterative process.
In the following sections, each activity involved in the Requirements Disci-
pline is briefly explained. Moreover, as each activity may introduce additional
tasks and artifacts, several diagrams showing the relationships among tasks and
artifacts will be shown.
10. 10
Fig. 8. Requirements Discipline ([7])
4.1 Activity: Analyze the Problem
The activity “Analyze the Problem” describes the initial tasks to be performed
if a new system is to be developed. The most essential aspect of this activity is
to identify the key stakeholders as well as the key requirements for the project.
In order to sketch out the boundaries of the system, part of the Develop
Vision Task is to achieve agreement on a the actual problems to be solved. Based
on this information, the first Artifact, the Vision Document, may be authored.
This document is intended to describe the overall vision of the project as well as
to document the information about the key stakeholders and problems identified
so far.
To avoid misunderstandings among the parties involved in the project and
to ease the process of establishing a common understanding and vision, the
task “Capture common vocabulary” collects the most important terminologies
used in the problem domain. This information is then gathered and structured
in the Glossary, which is maintained and enhanced throughout the rest of the
development process.
4.2 Activity: Understand Stakeholder Needs
Having identified the stakeholders in the previous activity, more detailed require-
ments may now be collected. The task “Elicit Stakeholder Requests” embraces
the process of interviewing customers, evaluating questionnaires and other tech-
niques aimed at gathering more specific requirements. One of the techniques
11. 11
Develop Vision
Capture common
vocabulary
Business UC
Business OM
Glossary
Vision
Fig. 9. Tasks and Artifacts involved in Activity: Analyze the Problem
highlighted by RUP is the application of Storyboarding, in which Story Boards,
each describing a specific scenario or behavior of the system, are created and
refined by users.
In order to be able to comprehend the intentions behind the individual re-
quirements formulated at this and later stages, it will now be helpful to have
established a solid understanding of the context of the system, as addressed by
Business Modeling.
In parallel to gathering functional requirements, non-functional requirements
should now be identified. In contrast to functional requirements, which will
mainly be incorporated in Use Cases, non-functional requirements are gathered
and structured in a separate Artifact, the Supplementary Specification.
Elicit Stakeholder
Requests
Develop Vision
Capture common
vocabulary
Stakeholder
Requests
Supplementary
Specification
Business UC
Business OM
Glossary
VisionDevelop Supp.
Specification
Fig. 10. Tasks and Artifacts involved in Activity: Understand Stakeholder Needs
4.3 Activity: Define the System
After the vision has been defined and the key stakeholders and requirements have
been identified by the previous two activities, this information can be analyzed
12. 12
further. The most important Task involved in this Activity is thus “Find actors
and Use Cases”, which, as the name suggests, aims at identifying and further
refining System Actors and Use Cases based on the information gathered.
If Business Modeling is being performed in parallel, both initial Business
Use Case Models and Object Models are now available and, as described in the
previous example, may be used to identify these Actors and to derive Use Cases.
The Use Cases and Actors identified should then be further explained. Though
the precise definition is elaborated in later activities, each Use Case and Actor
should be accompanied by a brief, customer-understandable description. In the
case of Actors, individual responsibilities should be described as well as the value
the system provides for this specific Actor. In the case of Use Cases, an overall
description as well as a coarse flow of events ought to be specified.
Elicit Stakeholder
Requests
Find Actors and
Use Cases
Develop Vision
Capture common
vocabulary
Stakeholder
Requests
Supplementary
Specification
Business UC
Business OM
Glossary
Use Case Model
VisionDevelop Supp.
Specification
Fig. 11. Tasks and Artifacts involved in Activity: Define the System
4.4 Activity: Manage the Scope of the System
Resulting from the previous activities, a significant number of Use Cases may
now have be identified. The focus of the activity is to structure the Use Case
Models and to prioritize individual Use Cases.
This prioritization is addressed by the Task “Prioritize Use Cases”, which
relies on several criteria to perform the prioritization. Besides taking into ac-
count the value of each Use Case provided to stakeholders as well as the budget
and time provided, this Task uses two Artifacts from other Disciplines being
performed in parallel.
The “Project Management” Discipline provides the “Risk List”, an Artifact
documenting events that could lead to a negative outcome of the project. Based
13. 13
on this information, those Use Cases that impose a larger risk on the success of
the development can be prioritized to be implemented early while low-risk Use
Cases may be deferred to a later stage.
The second artifact applied is the “Software Architecture Document”, created
by the “Analysis and Design” Discipline. This document describes an initial
draft of a software architecture facilitating the implementation of the system.
The fact that the chosen architecture may imply certain Use Cases to have a
larger impact on the architecture than others should be taken into consideration
when prioritizing the individual Use Cases.
Elicit Stakeholder
Requests
Find Actors and
Use Cases
Develop Vision
Capture common
vocabulary
Stakeholder
Requests
Supplementary
Specification
Business UC
Business OM
Glossary
Use Case Model
Vision
Software Arch.
Document
Risk List
Priorizize
Use Cases
Develop Supp.
Specification
Fig. 12. Tasks and Artifacts involved in Activity: Manage the Scope of the System
4.5 Activity: Refine the System Definition
At this stage, most requirements have been captured and the first Use Cases
and specifications have been created. Part of the “Refine the System Definition”
Activity is now to foster the understanding of the project scope reflected by the
prioritized feature set yielded by the previous activity. On the other hand, the
Activity includes detailing existing Artifacts and is hence aimed at completing
the first stage of Requirements Engineering.
Each of the Use Cases defined in the “Define the System” and other Activi-
ties, are now further elaborated. This may happen by providing detailed textual
descriptions as well as by creating state charts or activity diagrams addressing
the flow of events in each Use Case in detail. Especially in the case of user inter-
faces, prototypes may be created to gather feedback and further proposals from
users and stakeholders.
14. 14
Similar to functional requirements expressed by Use Cases, non-functional
requirements contained in the Supplementary Specification should be further
specified and completed.
Optionally, a Software Requirements Specification (SRS) may be created in
this stage of the process. The SRS depicts a single document or a collection of
Artifacts consolidating and describing the complete set of requirements captured
and defined to this stage. The SRS may be authored in a text-only form as well
as a combination of text and use case models [9]. The yielded documents are,
however, not final but are subject to updates throughout the project lifecycle in
order to continuously reflect the most current set of requirements.
Elicit Stakeholder
Requests
Find Actors and
Use Cases
Develop Vision
Capture common
vocabulary
Detail Software
Requirements
Stakeholder
Requests
Supplementary
Specification
SRS
Business UC
Business OM
Glossary
Use Case Model
Software
Requirement
Vision
Software Arch.
Document
Risk List
Priorizize
Use Cases
Develop Supp.
Specification
Detail a
Use Case
Fig. 13. Tasks and Artifacts involved in Activity: Refine the System Definition
4.6 Activity: Manage changing requirements
As stressed before, RUP emphasizes the fact that requirements are likely to
change throughout the development lifecycle. Managing these changing require-
ments is the aim of the Activity “Manage changing requirements”.
One aspect of this Activity is thus to assess the impact of changing require-
ments on other requirements and to incorporate them into the system being
developed.
Another aspect of this Activity is to enhance and maintain the various mod-
els created, which is addressed by the Task “Structure Use Case Model”. This
includes reorganizing models as well as to find generalizations and include-
relationships among Use Cases. As such, this Task helps both maintaining and
streamlining these Artifacts.
15. 15
Moreover, regular meetings with stakeholders should be held in which require-
ments are reviewed. Besides ensuring that the right product is being developed,
especially the requirements to be implemented in the next period of time should
be carefully reviewed.
Elicit Stakeholder
Requests
Find Actors and
Use Cases
Develop Vision
Capture common
vocabulary
Detail Software
Requirements
Structure Use
Case Model
Stakeholder
Requests
Supplementary
Specification
SRS
Business UC
Business OM
Glossary
Use Case Model
Software
Requirement
Vision
Software Arch.
Document
Risk List
Priorizize
Use Cases
Develop Supp.
Specification
Detail a
Use Case
Fig. 14. Tasks and Artifacts involved in Activity: Manage changing requirements
5 Concluding Remarks
While the Rational Unified Process as well as its Requirements Engineering
components are too complex to be covered in depth by this paper, an overview
of the activities and artifacts involved in the process of capturing, refining and
maintaining requirements should have been presented.
The most significant drawback of the Rational Unified Process as a whole
might be its complexity. In respect thereof, RUP requires each developer or
architect involved in the process to know the basic concepts and ideas and gain
an overview of the process. This burden, however, may be lowered by the ability
of RUP to be tailored to the individual needs. Furthermore, the interactively
usable documentation and the support material provided by RUP are well suited
for being integrated into the daily work of developers, architects and analysts.
Requirements Engineering, as addressed by the Business Modeling and Re-
quirements Disciplines is fully incorporated into the RUP development process.
The Use Case centered approach employed by these Disciplines depicts a struc-
tured method, yielding artifacts that represent a viable compromise between
being technically valuable and at the same time being well-suited for communi-
cation with stakeholders.
16. 16
6 Summary
Following a discussion of the general ideas and the structure of the Rational
Unified Process, the two Disciplines related to Requirements Engineering, Busi-
ness Modeling and Requirements, have been presented. Finally, the individual
activities involved in the Requirements Discipline have been portrayed.
References
1. P. Kruchten, The Rational Unified Process, Addison Wesley, 2001
2. I. Jacobsen, G. Booch, J. Rumbaugh, The Unified Development Process, Addison
Wesley, 2001
3. IBM Corporation, Rational Unified Process,
http://www-306.ibm.com/software/awdtools/rup/ (07/21/2006)
4. Parametric Cost Estimating Handbook, The Waterfall Model,
http://www1.jsc.nasa.gov/bu2/PCEHHTML/pceh.htm (07/12/2006)
5. IBM Corporation, Rational UML Profile for Business Modeling,
http://www.cs.joensuu.fi/pages/ageenko/teaching/OOD/RUML Business Modeling.pdf
(06/02/2006)
6. IBM Corporation, Rational Unified Process (Evaluation Version), Version 7.0
7. Rational Software Corporation, Rational Unified Process, Version 2002.05.00
http://www.ts.mah.se/RUP/RationalUnifiedProcess/ (06/02/2006)
8. Object Management Group, Uml Extensions,
http://www.jeckle.de/files/UML1 2/4 exten.pdf (06/02/2006)
9. L. Probasco, D. Leffingwell , Combining Software Requirements Specifications with
Use-Case Modeling, Rational Software,
http://www.spc.ca/downloads/srs usecase.doc (05/10/2006)
10. Object Management Group, Unified Modeling Language (UML), Version 2.0,
http://www.omg.org/technology/documents/formal/uml.htm (2006/07/20)
11. Scrum, Control Chaos, http://www.controlchaos.com/ (2006/07/20)
12. K. Beck, Extreme Programming Explained. Embrace Change, 2nd Edition, Addi-
son Wesley, 2004