IBM Rational Unified Process & Solutions
Enterprise Implementation Initiative
Year 2 Funding Proposal
<Author>
<Month Day, Year>
Please Note
Do not let the example funding amounts in this sample scare you - this
example and its amounts are representative of a very large organization.
The size of the organization that this sample represents would have 3,000 –
5,000 project practitioners adopting RUP with annual IT project budget of
approximately $500 million.
Please tailor to the specifics of your organization and implementation goals
(i.e. its size, target adoption practitioners, timeline, etc.); see chapter 8 for
guidance.
I am providing a robust example since I have found that it is easy in practice
to scale down by reducing or completely removing components that are not
applicable.
©2007 Unified Process Mentors
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Are We Getting Value From RUP?
As an enterprise initiative, the implementation of both the Rational Unified Process and Solutions
has just passed the one year mark. Often we have been asked “what is the value of RUP and the
Rational tools”? One of the best measures we can use at this stage of our implementation and
maturity is the results being demonstrated by our pilot project practitioners – the employees that
are actually using this process framework and tools on real projects.
–
Direct feedback from the users of this process and tools, where the rubber meets the road,
is that they are seeing value
–
Two of our pilot project have gone into production early and within budget, both cited
this process and tools as a significant factor in the new found success
©2007 Unified Process Mentors
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Year 1 – Creating the Foundation
–
Embarked on the cultural and process transformation that will move both Information
Technology and our Business IT Stakeholders to a modern, industry best practices software
development process and set of supporting tools
–
Completed establishing the “Enablement Office” and running pilot projects which yielded:
• What we could use “out of the box”
• What was going to require some level of tailoring
• What would not add value in our environment
• How we are going to get to an “End State”
• How to use the bare minimum:
– Process
– Production of documents
– Necessary formality of work products
• How to not:
– Sacrifice quality
– Sacrifice cross-project communications
– Take unapproved shortcuts in the process
–
Transitioned to a “Program Level Implementation”, using the lessons learned to create
implementation assets (our implementation and adoption infrastructure) to reach a level
of broad coverage
©2007 Unified Process Mentors
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Approach
–
Using a tool that we call the “Program Implementation End State Roadmap”, we
identified what each Unit, Division, and Department currently uses as its development
process
–
Next we created an adoption maturity model to set meaningful goals that people at our
organization can clearly relate to and buy into. These levels of maturity are going to be
tied to what makes sense and adds value in our organization from process techniques and
tool usage functionality lessons learned on real adoption projects.
–
Using our adoption maturity model, we set goals that map two quantity and quality
aspects.
–
Achieving adoption goals is accomplished via project teams executing on real projects,
demonstrating process and tool utilization that can be measured
©2007 Unified Process Mentors
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Process Group Budget
Funding: $679,224
The Process Group manages the process side of the implementation, having responsibility for
initial process configuration all the way through long-term enhancement and support. It is
staffed by employees. The cost per hour is a burdened overhead rate based on position title.
©2007 Unified Process Mentors
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Internal Mentor Group Budget
Funding: $1,027,832
The Internal Mentor Group has responsibility for supporting the initial process usage models all
the way through the implementation of our Program-level adoption models. It is staffed by
employees and ensures that our employees are adopting the process correctly and utilizing the
tools in a consistent and standardized way. The cost per hour is a burdened overhead rate
based on position title.
©2007 Unified Process Mentors
6
External Mentor Group Budget
Funding: $481,572
The External Mentor Group transfers knowledge to the Internal Mentors. They provide the
hand to hand mentoring for our adoption project team members as well as mentoring our
internal group of mentees It is staffed by outside consultants. The cost per hour is based on
actual bill rates.
©2007 Unified Process Mentors
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Tool Group Budget
Funding: $1,104,272
The Tool Group manages the tool side of the implementation, having the responsibility for
initial set up and configuration of the Rational solutions, all the way through long-term
enhancement and support. It is staffed by employees. The cost per hour is a burdened
overhead rate based on position title.
©2007 Unified Process Mentors
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Capitalized Expenditures-Licenses Budget
Funding: $2,892,000
Based on our quantity goals (adoption coverage) that will be set for this budget year, we have
estimated the potential adoption team members that will be using the tools.
©2007 Unified Process Mentors
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Capitalized Expenditures-Infrastructure
Funding: $479,750
Based on our quantity goals (adoption coverage) that will be set for this budget year, we have
estimated the potential adoption team members that will be using the tools and need
upgraded work stations.
©2007 Unified Process Mentors
10
Training Curriculum Budget
Funding: $100,500
Based on our quality goals (adoption maturity) that will be set for this budget year, we have
identified a framework of “agile training packets” specifically created to provide the right
sized amount of “stand-up” training designed to be immediately followed up with hands on
mentoring. The training sessions below range from 30 to 90 minutes.
©2007 Unified Process Mentors
11
Training Delivery Budget
Funding: $108,800
Based on the geographic locations of our adoption team members, we will need to have 2
dedicated training rooms with appropriate equipment.
©2007 Unified Process Mentors
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Communication Budget
Funding: $107,000
As our adoption coverage has expanded to the program level, we will need to provide
communication on a regular basis.
©2007 Unified Process Mentors
13
Budget Summary
Funding: $6,980,950
The following is the budget summary, including all identified costs.
©2007 Unified Process Mentors
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Joshua Barnes
Co-founder
Julian Holmes
Co-founder
Mark Lines
Co-founder
13220 Pecky Cypress Drive
Jacksonville, Florida 32223, USA
T. +1 (904) 874-4951
E. Joshua@UPMentors.com
59 Lakes Lane, Beaconsfield
HP9 2JZ, United Kingdom
T. +44 (0) 7739 338322
E. Julian@UPMentors.com
10357 Hamptons Blvd, NW
Calgary, AB, T3A 5S2, Canada
T. +1 (403) 830-8210
E. Mark@UPMentors.com
©2007 Unified Process Mentors
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