SWEN 5135 Configuration Management
Topics
The following decisions should be made regarding the Project Management
discipline's workflow:
- Decide how to perform the workflow by looking at the Project
Management: Workflow.
Study the diagram with its guard
conditions, and the guidelines. Decide which
workflow details to perform and in which order.
- Decide what parts of the Project Management workflow details to
perform. The following are some parts that can be introduced relatively
independently from the rest.
Document the decisions in the
Development Case, under the headings Disciplines, Project Management,
Discipline.
Decide which artifacts to use and how to use each of them. The table below describes
those artifacts you must have and those used in some cases. For more detailed information on how to tailor each artifact, and a discussion
of the advantages and disadvantages of that specific artifact, read the section
titled "Tailoring" for each artifact.
For each artifact, decide how the artifact should be used: Must have, Should
have, Could have or Won't have. For more details, see Guidelines:
Classifying Artifacts.
Artifact |
Purpose |
Tailoring (Optional, Recommended)
|
Business
Case |
Used
to determine whether or not the project is worth investing in. |
Recommended.
|
Iteration
Assessment |
Captures
the result of an iteration, the degree to which the evaluation criteria
were met, lessons learned, and changes to be done. |
Recommended.
|
Iteration
Plan |
The
detailed plan for the iteration, including the time-sequence of tasks
and resources. |
Recommended. |
Software Development Plan
|
Includes
all information required to manage the project. |
All projects need some planning in order to manage a project.
Smaller, less complex projects, may have a single document capturing
the project plan. Larger, more complex, or more formal projects will
require multiple separate subplans.
|
Project
Measurements |
This
is the repository of all measurements related to the project. |
Recommended for most projects.
On many projects, only a few measures are used, such as cost and
progress measures. A metrics database is required only when there
is large amount of metrics data to be managed. Many organizations
gather metrics data from multiple projects in order to glean information
to apply to future projects.
|
Review
Record |
Captures the results of a review of one or more project artifacts.
Review records can avoid misunderstandings of decisions made during
a review. They also serve as evidence to stakeholders that project
artifacts are being reviewed.
|
Recommended for most projects.
Most projects will want to record decisions made in meetings with
the customer and other key stakeholders, in order to ensure a common
understanding.
Reviews records for other reviews may or may not be formally captured,
depending on the review formality applied by the particular project.
|
Risk
List |
This
is a prioritized list of project risks. |
Recommended.
May be just a section in the Software Development Plan.
|
Status
Assessment |
Used
to capture a snapshot of project status, including progress, management
issues, technical issues, and risks. |
Recommended.
The Status Assessment may be combined with the Iteration Assessment
if the iterations are frequent (one each month). If iterations are
lengthy, there will be a need for intermediate Status Assessments.
|
Work
Order |
This
is a negotiated agreement between the Project Manager and the staff
to perform a particular activity, or set of activities, under a defined
schedule and with certain deliverables, effort, and resource constraints.
|
Recommended for most projects.
May be implemented using Change Requests.
|
Tailor each artifact by performing the steps described in the Activity:
Develop Development Case, under the heading "Tailor
Artifacts per Discipline".
Copyright
© 1987 - 2001 Rational Software Corporation
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