coating rup-project management over soa-project management

8/6/2019 Coating RUP-Project Management over SOA-Project Management

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JOURNAL OF COMPUTING, VOLUME 3, ISSUE 4, APRIL 2011, ISSN 2151-9617

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Coating RUP-Project Management overSOA-Project Management

Sheikh Muhammad Saqib Muhammad Ahmad Jan Shakeel Ahmad

Institute of Computing and Information Technology

Gomal University, PAKISTAN

AbstractBeautiful thing can have ugly part but it does not mean that thing is useless for decoration. SOA plays avital role in development of service oriented computing. In every type of computing, project management is very ne-cessary and strong practice. Due to huge scope of SOA, its project management is some time becomes feeble. SOA canfollow traditional approaches for project management but risk handling can be loosed. Risk exploring and handling isvery influential in agile methodologies such as in RUP. Here author investigates that by using RUP project manage-ment (RUP-PM) in SOA projects, these projects can be done with highly percentage of RUP-PM work.

Index Terms Service Oriented Computing, SOA, RUP, Project Management, Risk, Agile Methodology.

1 INTRODUCTION

uring the development and evolution of softwareartifacts, integration of traceability and Softwareconfiguration management help to change manage-

ment [2]. Enterprise requirements perform rapidly re-spond to changes in business policies, processes andcommercial technologies and implementation is the welladdresses of SOA governance. Traditional approaches forIT project management which includes requirements andbudgets etc can not be suitable for achieving SOA bene-

fits. Changing from fundamental IT project managementto program management, a concept of network organiza-tion is introduced to take advantage of SOA [7].Governance is very important for SOA project planning,because it points to explore hopes and verification ofpower. Separate process or part of management or lea-dership processes are the major theme of governance.SOA governance is very useful for achieving SOA goalsand vision by managing policy and control throughoutthe service life cycle with its components [4].SOA project planning can be easily handled with the helpof governance because it can control of the SOA engage-ment to achieve needs of customers business and chal-

lenges. Governance model also includes: What to do, howto do it, who should do it, how it should be measured.Although in SOA almost services are loosely coupled andlate binding business processes i.e. each service will betreated as separate unit, so work of project manager willnot be as technical as in tightly bound activities such asinvestment of long time on achieving milestones and thecompletion of the project. Besides some planning issues,major responsibility of project manager will be healthyrisk management i.e. all team members should not hesi-tate to report concerns or challenges maintain a liveproject risk database that tracks all issues and resolutions,do not obsess [1]. According to nature of SOA, it is con-

cluded from different directions that SOA has poorproject management or SOA is changing the role ofproject management etc. But project management is thecentral, concreted and solid backbone of any project andSOA can not stand without this backbone. Now questionsarises how this target will be achieved? As there are dif-ferent methodologies which use different practices forproject management, but if enterprises can follow theproject management discipline of RUP; 100% work of

SOA can be done with 70% using of RUP project man-agement.

2 SOA-PMRESPONSIBILITY:

Service Oriented Architecture (SOA) is an approach toorganizing information processing. The approach consistsof describing all interactions in terms of services, in whicha requestor asks an agent for something to be done, andthe agent ensures that it gets done and delivers a re-sponse to the requestor. Organization of informationprocessing leads to SOA approach. Here all communica-tions is done in term of services i.e. requester sends a re-quest as something to be done, then agent response torequester [10]. Many features are common in traditionalPM and SOA projects PM. Major Responsibilities of SOAPM are:-Processes to manage the team.-Communicate between the project team, the Sponsor,Managers and Stakeholders.-Create strategies for the identification, control andavoidance of risk.-Compliance with standards, procedures and require-ments.-Management of time and costs to complete a project ontime and within budget.

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SOA project plan follows all steps of traditional projectmanagement but service model should be define properlyand analysis of services should be completed [13].

3 RUP-PMRESPONSIBILITY:

The RUP development process consists of four phases i.e.inception, elaboration, construction, transition, eachphase is further divided in to many iterations. The pur-pose of each iteration is to develop a demonstrable part ofthe software project [3].Major responsibility of project manager of RUP is to man-age project management from scratch to end. He definesproject scope and deliverables with stakeholders and se-nior management. It is also responsibility of PM explorefull scale project plans and associated documents such aslists for risks, status reports and etc with the help of ap-propriate tools. Purpose of project management discipline

is to create a framework for managing software-intensiveprojects, framework for risk & risk management, iterativeproject plan, monitoring of an iteration and metrics.Project management discipline has relationships withother RUP discipline such as business modeling, re-quirements, analysis and design, deployment, implemen-tation and testing [11] [8].

4 COATING RUP-PM OVRE SOA-PM:

Knowledge about the risks is not enough but its man-agement is very important for successful projects. Tech-nical risks and organizational risks both make an influ-

ence on successful completion of project. Literature showsassumption of risk management instead of actually theirusage in practice of project. Stakeholder perception ofrisk & success and stakeholder behavior in the risk man-agement process is the new key which will make the rela-tionships between project success and risk management[12]. Agile methodologies supports component-basedsystems development, facilitates team collaboration, and,most importantly, ensures quality [9]. In view of fact thatthese methodologies explore risks at the start of projectsand in SOA necessary things of project manager is riskhandling, so project management, discipline of RUP caneasily incorporated in SOA practices. Comparatively SOA

and RUP have common characteristics of SOA and RUPsuch as size of development team, level of documenta-tion, development time and type of orientation. In Rup,possible change to fit SOA is to concentrate on its archi-tecture development [3]. Project management disciplineof RUP has some attention on people management, re-source planning and estimation, escalation, and contactmanagement. Analysis of Use case is the major activity ofRUP [5]. As services are mostly loosely coupled so thereis no need of technical such type of management. I haveselected four options for coating RUP project manage-ment which are: 3-category have highest value, 2-category will be considered as middle level characteris-

tics, 1-category is normally low in value and category-0will be treated as no value of characteristics.

Table-1: Coating RUP-PM over SOA-PM

RUP-PM Coating onSOA-PM

Catagory

1. RUP

projectmanagement

concepts

Risk: Project is failed to

deliver the required

project. Metrics: Some

measurements are used

to control the risk

through the planning

process.

When activities are

tightly bound then

there may be high

level of risks as

service are loosely

coupled so there

will be risks but it

will be easily

measured and con-

trolled. Hence risks

and metrics will

come in category-2.

2

2. RUP

Iterative

Approach

Iterations are very im-

portant because it make

a connection between

project and objective.

Valuable responsibilities

of project manager are:

plane of iterations, timeof each iteration and

what will be the aim &

objective of deliverable

iteration.

As services are

independent in

nature, so there

development should

be in iterative na-

ture. Hence itera-

tion will come incategory-3.

3

3. RUP

Project Plan

-Decompose complete

tasks into all sub tasks.

-Assign different tasks

to team members.

-Allocate timescales for

each task.

Separately, all

services are just

like a single task so

does not need to

break up the ser-

vice. If there are

many members then

each one can devel-

op any service but

time scale is neces-

sary for completion

of each service. So

this plan will come

in category-1.

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Above table, Table-1 is showing that how SOA-PM canachieve the work of RUP-PM for successful project to con-trol and mitigate risks. By taking the values of categoryfrom Table-1, we conclude the following table by assign-ing values 1.5 to category 3, 1.0 to category-2, 0.5 to cate-gory-1 and 0.0 to category-0.


Catagory

4. RUP

Phase Plan

-Setting dates for work

packages (milestones).

-Finding the skills of

each member.

-An idea of number ofiterations included in

each phase and rough

dates for completion of

each iteration.

In SOA projects,

there should be the

skill history of each

member because

services may be ofdifferent types, so

relevant members

for each service

development

should be neces-

sary. Hence this

plan will come in

category-3.

3

5. RUP

Iteration Plan

-Analysis, design,

implementation, dep-

loyment, test and eval-

uation for each activity

should be established

and decomposing large

tasks into sub tasks.

-Under the develop-

ment, there should be

plane for next iteration

and possible scheduling

of a task.

-Identification of de-

pendencies between the

tasks and make an

estimate for efforts of

each task.

Analysis, design,

implementation,

deployment, test

and evaluation for

each service is also

necessary but due

to loosely coupled

nature, services are

independent so no

need a plan for next

iteration. All or

some services can

be developed at the

same time. Hence

this plane is come

in category-1.

1

6. Project

Risk

-An undesirable event,

An estimate of the

severity of the conse-

quences of the event.

Unwanted event

can also occur at

deployment and

implementation

time and a service

can also be effected

with the other

event. So project

risk will come in

category 3.

3

7. Projectrisk Classifi-

cation

Direct Risk: manager

can handle up to someextent.

Indirect risk: these are

out of manager influ-

ence.

Indirect risk is some

time avoided in RUP

when possible.

Just like RUP, in

SOA project man-ager can take atten-

tion on direct risk

and indirect risk

can be avoided. So

Project risk classi-

fication procedure

will come in cate-

gory 3.

3


Catagory

8. RUP Risk

Control

-Risk avoidance: you

are not exposed to the

risk.

-Risk transfer: finding

other stakeholders to

share the risk with.

-Risk mitigation: reduc-

ing the impact of risk.

-Contingency plane:

construct what if

plans on the basis of

the risk

occurring.

In SOA risk canresolved with the

sharing of other

stack holder or risk

can be mitigate

with the know-ledge, experiences

or observations of

project manager.

Hence risk controlprocedure will

come in category-3.

3

9.Metrics inRUP

-Some measurement we

can make of a productor process in the overall

development process.

Broad categories of

metrics are

-Knowledge oriented

metrics: These are

evaluation, prediction

and monitoring the

process.

-Achievement oriented

metrics: these are mea-

surement of some

product aspect.

As finally SOA

natured project istransfer to product

(integration of all

services) at the

implementation

time so knowledgeand achievement

oriented metrics

can also be meas-

ured in SOAprojects. Hence

these measure-ments will come in

category-3.

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Table-2: Assiging Values to Different Categories.

S.No Activities Category Values

1 Risk 2 1.0

2 Metrics 2 1.03 Iterative Procedures 3 1.54 Project Plan 1 0.5

5 Phase Plan 3 1.56 Iteration Plan 1 0.57 Project Risk 3 1.5

8 Project Risk Classification 3 1.59 Risk Control 3 1.5

10 Metrics 3 1.5

Now from above table:Total Activities=10

Each activity can have maximum value = T =1.5So Total Values=TV= T*10=1.5*10=15

Obtained Values= OV=> Sum of all Values from column Values= 12

Percentage of SOA-PM work= (OV/TV)/100=> (12/15)/100= 80%

When we have coated major activities of RUP projectmanagement over SOA project management then resul-tantly 80% work of RUP can be used for successfullycompletion of SOA projects.

5 CONCLUSION

As 80% work of RUP-PM can complete a SOA projects,then no one can have questions for adopting SOA withloosed project management. Different plans are created inRUP-PM which will also be very beneficial in SOA devel-opment. These planes include: measurement plan, riskmanagement plan, product acceptance plan, problem res-olution plan, project organization and staffing, monitor-ing and control processes, plan phases and iterations.Hence when we will make the SOA project managementdiscipline in above proposed way then no one can saySOA has poor project management.

REFERENCES

[1] 10 Rules of Highly Successful Project Management, 2008

http://www.articlesbase.com/project-management-articles/10-

rules-f-highly-successful-project-management-563143.html

[2] Kannan Mohan, Improving change management in software

development: Integrating traceability and software configura-

tion management; Decision Support Systems 45 (2008) 922

936, 2008 Elsevier B.V.

[3] Guillermo A. Callahan; Suitability of Extreme Programming

and RUP Software Development Methodologies for SOA Ap-plications, 2006.

[4] Wohl Associates,SOA Governance; An IBM White Paper,

2006.

[5] Vitalie Temnenco, A Project Manager's RUP in review, 2008.

[6] Michael Fourman, Rational Unified Process Project Manage-

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[7] William Perlowitz,Optimizing the Enterprise for SOA: From

Project Management to Program Management to the "Network

Organization"; Published: November 17, 2008 (SOA Magazine

Issue XXIII: October-November 2008)

[8] Introduction to Project Management

http://www.upedu.org/process/discplns/manageme/int_pm

.htm#Introduction[9] Improve Your Odds of Project Success,

http://insiderprofiles.wispubs.com/article.aspx?iArticleId=470

7

[10] Hans Wierenga, 10 SOA Commandments May 10, 2010

http://www.infoq.com/articles/10-soa-commandments

[11] Project Manager (Agile, RUP, etc), 2011,

http://searchjobsinsacramento.com/project-manager-agile-rup-etc-b2bb2ccrm-job- in-new-york-new-york-us.html

[12] Karel de Bakker, Does risk management contribute to IT

project success? A meta-analysis of empirical evidence; Inter-

national Journal of Project Management 28 (2010) 493503; EL-

SEVIER, 2010

[13] SOA project management,

http://www.rowallansoftware.com/soa-projectmnagement.php

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