By Per Kroll
In Agility and self-discipline Made effortless, Rational Unified strategy (RUP) and Open Unified procedure (OpenUP) specialists consistent with Kroll and Bruce MacIsaac percentage twenty well-defined most sensible practices that you just and your crew can commence adopting this day to enhance the agility, predictability, pace, and price of software program development.Kroll and MacIsaac define confirmed rules for software program improvement, and provide a couple of helping practices for every. you will research what difficulties every one perform addresses and the way you could most sensible leverage RUP and OpenUP (an open-source model of the Unified technique) to make the perform give you the results you want. you can find proactive, prescriptive tips on how you can undertake the practices with minimum chance and enforce as a lot or as little of RUP or OpenUP as you want.Learn find out how to practice pattern practices from the Unified strategy so that you canExecute your venture in iterationsEmbrace and deal with changeTest your individual codeDescribe requisites from the consumer perspectiveArchitect with parts and servicesModel key perspectivesWhether you have an interest in agile or disciplined improvement utilizing RUP, OpenUP, or different agile procedures, this ebook may also help you lessen the nervousness and price linked to software program development through supplying a simple, non-intrusive course towards enhanced effects - with no overwhelming you and your crew.
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Additional resources for Agility and Discipline Made Easy: Practices from OpenUP and RUP
Many project managers avoid exposing the extended project team to the risk list or are in denial about the existence of the risk. They are afraid that revealing it will look bad to stakeholders and team members and will indicate that they are managing the project poorly. And unfortunately, many company executives do more readily criticize than praise project managers who are open about risks.  It should be each team member's responsibility to be both brave enough to speak up and responsible enough not to criticize others who do so, even though the risk may point to a flaw in their area of responsibility.
In the end you might need to scrap half of the manuscript or more and do it all over again. This sounds like a crazy approach, right? But many teams develop software this way. Let's look at an alternative approach to writing a bookthe one we used when writing this one. The main idea was to get rapid feedback on key elements of the book so that we could rethink and improve it. We wanted to get this feedback before we invested the time required to write the complete text. We therefore divided the writing into a number of succinct iterations, each of which resulted in a well-defined deliverable that could readily be assessed, to ensure that we all understood the status of our book project and to get meaningful feedback on how to improve the book.
XP provides limited guidance on the topic of managing risk, but several practices are designed to drive down risk: • Make risks widely visible to the team, for example by dedicating whiteboard space for a risk list. • Use short one- to two-week iterations with continuous integration and testing to provide quick feedback loops. • Make customers a part of the project team to ensure that both business and technical people evolve and validate the application together. One difference between the Unified Process and XP is that the Unified Process lifecycle puts greater emphasis on prioritization based on risk, especially technical risk, whereas XP emphasizes less early investment in mitigating technical risk in favor of customer prioritization of what problems to address.