PMBOK /RUP Comparison ® ® (part of the “Bridging the Gap” presentation series) November 21, 2002 Ryan Schafer PAGE Technologies, Inc. Agenda • • • • • • • • Objectives Focus of this Presentation Background of Rational Software and RUP® Project Management in RUP® Conceptual Similarities Where RUP® Does and Does Not Parallel the PMBOK® Conclusion Q&A Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 2 Intended Audience for this Presentation • Individuals/teams who are implementing Rational Unified Process (RUP ) or are interested in leveraging it to assist with their projects • Teams that are already using the PMBOK • Assumes little or no knowledge of RUP • Assumes some prior knowledge and/or experience with the PMBOK ® ® ® ® Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 3 Presentation Objectives • Discuss the background of Rational Software and RUP • Discuss high level conceptual similarities between the PMBOK and RUP • Discuss where RUP does and does not parallel the PMBOK • Provide a starting point for teams looking to integrate or leverage the two approaches ® ® ® ® ® Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 4 The Focus of this Presentation Project Management PMBOK Software Development Focus of this Presentation RUP Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 5 The Project Management Body of Knowledge (PMBOK ) ® • A project management guideline established in the 1990s • Has become one of the leading references for project management • PMI describes the purpose of the guide is to “identify and describe that subset of the project management body of knowledge that is generally accepted¹” • The artifact is broken into the following 9 management knowledge areas: •Integration •Scope •Time •Cost •Communications •Quality •Risk •Human Resources •Procurement (Continued…) Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 6 The Project Management Body of Knowledge (PMBOK ) ® • Provides robust set of information on project management • Proposes an iterative approach to project management • Can be challenging to translate the theory to reality • Does not provide explicit workflows, activities, roles, and artifact templates like the RUP® Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 7 Background of Rational Software • A leading provider of integrated tools, services, and best practices to software development groups • Founded in 1981 • Selected vendor of 98 of the Fortune 100 • Rational’s Six Best Practices make up the foundation for the Rational Unified Process (RUP ) • Rational offers many courses and certifications for both their tools and best practices to IT Professionals • Rational website is www.rational.com • MN Rational Users Group (TCRUG) website is www.tcrug.org ® Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 8 The Rational Unified Process (RUP ) ® • Rational describes RUP® as, “A disciplined approach to assigning tasks and responsibilities within a development group… to ensure the production of high-quality software…2” • Contains a collection of templates, guidelines, workflows, and mentoring info to help users execute many different types of software development projects • Made up of 6 best practices: •Develop Iteratively •Model Visually (UML) •Manage Requirements •Continuously Verify Quality •Use Component Architectures •Manage Change (Continued…) Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 9 The Rational Unified Process (RUP ) ® • Contains 9 Disciplines, which execute its best practices: •Business Modeling •Implementation •Config & Chg Mng •Requirements •Test •Project Management •Analysis & Design •Deployment •Environment • Takes an iterative approach to software development • Needs configuration to specific project/organization needs Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 10 Project Management in RUP ® • RUP’s® foundation is a software development process, not a project management process • Provides a project management discipline • Goal of project management discipline is to “present an approach to managing the project that will markedly improve the odds of delivering successful software²” • Offers a whole range of activities and artifacts that support traditional project management that don’t solely reside in the PM discipline Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 11 RUP Overview ® Phases and Disciplines Workflows Composed Of Roles, Activities, and Artifacts Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 12 Process Hierarchies - Overview Phases Process Groups Processes Inputs, Tools & Techniques, Outputs Phases Disciplines Workflow Details Roles, Activities, Artifacts Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 13 Conceptual Similarities: Phases Both recommend dividing projects into multiple phases PMBOK® RUP® • Doesn’t provide a definitive list of phases, since it spans both IT and non IT initiatives • States that a typical project would consist of: requirements, design, build, test, startup, and turnover • Refers to a run through these as a Project Life Cycle • Projects are divided into several phases to improve development control, assess performance and risk, etc. • Lifecycle of RUP® is separated into Inception, Elaboration, Construction, and Transition • Refers to a run through these as Development Cycle Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 14 Conceptual Similarities: Process Groups vs. Disciplines Both divide phases into defined, repeatable areas PMBOK® RUP® • • Divides phases into iterations consisting of disciplines • Disciplines are: Business Modeling, Requirements, Analysis and Design, Implementation, Test, Deployment, Environment, Project Management, Configuration, and Change Management • Disciplines “show all activities you may go through to produce a particular set of artifacts²” • • Divides phases into iterations consisting of process groups Process Groups are: Initiating, Planning, Executing, Controlling, and Closing Process groups in the iteration “describe, organize, and complete the work of the project¹” Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 15 Conceptual Similarities: Processes vs. Workflow Details Both further decompose into defined, repeatable areas PMBOK® RUP® • Divides Process Groups into one or more processes • Processes are spread across 9 management knowledge areas: Integration, Scope, Time, Cost, Quality, Human Resources, Communications, Risk, and Procurement • Processes are “a series of actions bringing about a result¹” • Divides Disciplines into workflow details • Workflow details are, “a grouping of activities that are done "together", presented with input and resulting artifacts²” Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 16 Conceptual Similarities: Lowest Level Both further decompose into a defined set of activities and artifacts PMBOK® divides each process into: RUP® divides each workflow detail into: • • Roles: “A definition of the behavior and responsibilities of an individual, or a set of individuals working together as a team, within the context of a software engineering organization²” • Activities: “A unit of work a role may be asked to perform²“ • Artifacts: “A piece of information that (1) is produced, modified, or used by a process, (2) defines an area of responsibility, and (3) is subject to version control²” • • Inputs: “Documents or documentable items that will be acted upon¹” Tools & Techniques: “Mechanisms applied to the inputs to create outputs¹” Outputs: “Documents or documentable items that are a result of the process¹” Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 17 Process Hierarchies Examples requirements, design, build, test, startup, Phases turnover Process initiating, planning, executing, Groups controlling, closing project plan development, project plan Processes execution, integrated change control, etc. constraints, project planning Inputs, Tools & Techniques, methodology, project plan, etc. Outputs Examples Phases Disciplines Workflow Details Roles, Activities, Artifacts inception, elaboration, construction, transition business modeling, requirements, analysis and design, implementation, etc. conceive new project, monitor & control project, close-out project, etc. project manager, identify and assess risks, business case, etc. Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 18 Conceptual Similarities: Phases Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 19 Conceptual Similarities: Process Groups vs. Disciplines PMBOK® Process Groups RUP® Disciplines Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 20 Conceptual Similarities: Organizational Influence and Assessment • Both recognize importance of organizational influences on initiatives • PMBOK® • Addresses different kinds of organizational structures early on in PMBOK • Discusses how those structures impact the role of project manager and project team • Provides detailed information on the types of organizational structures (functional, matrix, project, etc.), and how they might impact human resources and the project • Discusses potential impact of social, economic, and environmental issues • Recognizes different aspects of organizations besides structure that might impact the initiative as well, including culture, maturity, style, etc. • Definition and roles of stakeholders are addressed, as well as influences stakeholders can have on an initiative • Addresses the approach to influencing, identifying, and managing change as brought on by the organization (and all other sources) (Continued…) Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 21 Conceptual Similarities: Organizational Influence and Assessment • RUP® • Takes in depth approach to assessing the development organization and stakeholders • Utilizes the Assess Current Organization activity and Development Organization Assessment artifact as primary tools to identify organizational factors that will affect change • Addresses approach to identifying and managing change as brought on by the organization (and all other sources) • Identifies the Process Engineer as the role to perform the organization assessment • Provides detailed step by step approach to performing evaluation of the organization Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 22 Conceptual Similarities: Phase Assessments Both recommend performing assessments at the end of each phase PMBOK® RUP® • Phase-end reviews take place at conclusion of each project phase • Key deliverables are reviewed and performance is measured to determine if the project should continue • Errors are identified for correction • Reviews are called phase exits, stage gates, or kill points • Takes place at conclusion of each project phase • Assessment is performed to determine whether the objectives of the phase have been met, and if the project should continue • Errors are identified for correction • Assessment is called the Lifecycle Milestone Review Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 23 Conceptual Similarities: Tailoring • Both: • Acknowledge that no two projects are exactly alike • Mention that the sum of their contents is intended to provide a guideline to assist the teams that deliver the project • State that not all of the processes or artifacts will be needed on every project • The above bullets should be seriously taken to heart by teams seeking to leverage the knowledge contained in them Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 24 Where RUP Parallels the PMBOK ® ® • The purpose of Project Management in RUP® is²: • To provide a framework for managing software-intensive projects. • To provide practical guidelines for planning, staffing, executing, and monitoring projects. • To provide a framework for managing risk • The Project Management discipline focuses mainly on the important aspects of an iterative development process²: • Risk management • Planning an iterative project, through the lifecycle and for a particular iteration • Monitoring progress of an iterative project, metrics • The workflows, roles, activities, and artifacts in RUP® that parallel the knowledge areas of the PMBOK® reside in more than just the project management discipline Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 25 RUP Workflow Details that Directly Parallel the PMBOK ® ® • • • • Analyze the Problem Understand Stakeholder Needs Define the System Manage the Scope of the System Managing Changing Requirements • • • Define Evaluation Mission Verify Test Approach Test and Evaluate Achieve Acceptable Mission Deployment • • Plan Deployment Manage Acceptance Test • Plan Project Configuration and Change Control Monitor and Report Configuration Status Manage Change Requests Project Management Discipline (All) • • • • • • • • Analysis and Design Implementation Test • • • • Configuration and Change Management • Assess Business Status Requirements • • • • • • • • • Business Modeling Conceive New Project Evaluate Project Scope and Risk Develop Software Development Plan Plan for Next Iteration Manage Iteration Close-out Phase Close-out Project Monitor & Control Project Environment • • Prepare Environment for Project Prepare Environment for an Iteration Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 26 Where RUP Does Not Parallel the PMBOK ® ® • The RUP® does not cover issues such as²: • Managing people: hiring, training, coaching • Managing budget: defining, allocating, and so forth • Managing contracts, with suppliers and customers • Accordingly, RUP® does not strongly parallel the following PMBOK® knowledge areas: • • • • Project Cost Management Project Human Resource Management Project Communications Management Project Procurement Management Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 27 Conclusion • Rational Software and RUP are significant factors in the software development field • There are several similarities in approaches between the PMBOK and RUP • There several areas where RUP does and does not parallel the PMBOK • If your organization uses either PMI’s® or RUP’s® process for projects, discover where one can augment the other. ® ® ® ® ® Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 28 Closing Notes • Remember, RUP’s® origins are in development process not project management process • Rational is looking to expand RUP’s® support of project management in the future Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 29 About PAGE Technologies, Inc. • PAGE Technologies, Inc. is a technical solutions firm dedicated to dramatically improving the quality and effectiveness of information technology through the adaptation of emerging software standards and best practices. • We assist our clients to improve their IT capabilities with emphasis on Project Management, Emerging Software Architectures and Business Process Improvement. • Our solution model is based on an iterative approach featuring Discovery, Delivery and Evaluation phases. Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 30 Thank you! • If you have further questions please: • Give us a call or email: Rob Page (952) 934-9999 x202 robpage@pagetechnologies.com Deborah Notermann (952) 934-9999 x203 dnotermann@pagetechnologies.com Ryan Schafer (952) 934-9999 x258 rschafer@pagetechnologies.com • Visit our website: http://www.pagetechnologies.com Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 31 Questions? Footnotes •¹ PMBOK Guide 2000 •² RUP Version 2002.05.00 •“PMI” is a service and trademark of the Project Management Institute, Inc. which is registered in the United States and other nations •"PMBOK" is a trademark of the Project Management Institute, Inc. which is registered in the United States and other nations •“PMP” and the PMP logo are certification marks of the Project Management Institute which are registered in the United States and other nations Copyright PAGE Technologies, Inc., Proprietary, 2002 www.pagetechnologies.com 32