Rsc 2009 Understanding Ibm Rational Method Composer
1. Understanding IBM Rational Method Composer David Trent Market Manager, Best Practices Segment for Rational Software [email_address]
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8. What is IBM Process Management? Create, customize, publish, enact and measure software & systems delivery, practices and processes according to project needs Governance Rational Software Development Platform Process Library Process Management & Best Practices Leverage a rich set of practices, process assets and guidance to capture & maintain development, management, and governance processes Automate, integrate, and govern core business processes of software and systems delivery through an integrated set of proven, industry leading tools Manage, author, configure, and deploy effective processes tailored to project needs Establish consistent processes driven by standards and best practices to support corporate governance objectives IBM Measured Capability Improvement Framework A systematic approach to incrementally improve your business; identify high priority business objectives, software delivery practices to address those objectives, and measure practice adoption and business results. Rational Method Composer
17. Leverage a Control Framework to Manage to Expected Business Results Efficiency Control Value Process Enactment / Governance Enforcement / Process Awareness Jazz Platform Business Objectives Process Definition / Practices Rational Method Composer Operational Objectives feedback feedback feedback feedback Performance Measurement Value Metrics e.g., ROI, ROA for SSD Operational Effectiveness Metrics e.g., Time to market, productivity Practice Adoption/Maturity subjective Practice Artifacts Objective
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20. Leverage MCIF Assets to Incrementally Define the Control Framework Operational Level Practice Level Business Level Process Enactment / Governance Enforcement / Process Awareness Jazz Platform Business Objectives Process Definition / Practices Rational Method Composer Operational Objectives Phase 3-4: Rational Insight Phase 3-4: Self-Check Phase 3: Rational Method Composer Phase 2: Health Assessment Phase 1: Exec Business Value Workshop Phase 3: Deployment Package feedback feedback feedback feedback Performance Measurement IBM Rational Insight Value Metrics e.g., ROI, ROA for SSD Operational Effectiveness Metrics e.g., Time to market, productivity Practice Adoption/Maturity Subjective IBM Rational Self-Check Practice Artifacts Objective
28. Methods – New for v7.5 IBM Practices A collection of out-of-the-box method content and processes that you can customize to address a diverse set of enterprise and project needs and development styles
39. Publishing to Web (HTML) – Example of Impact Treebrowser Integrated Search as Applet (static) or Servlet (dynamic) Breadcrumbs Virtual “frames” using Dojo Where used in process Feedback “ Find page” Publish as static HTML or “dynamic” J2EE web application via WAR
40. Publishing to Web (HTML) – Example of Impact Process: Publish option for no “descriptors” Process Breakdown in Navigation Tree Show / Hide / Navigate “tabs” Glossary & Index
41. RMC Architecture – Web Publish High-level interpretation in “student notes”
54. Depicting Method Content and Process Elements Examples of Guidance : Concept, Example, Template, Tool Mentor, Whitepaper, Roadmap, etc. A method is defined in terms of Method Elements . Method Element Process Element Content Element Role Work Product Guidance Capability Pattern Task Activity Delivery Process
These are challenges we find our customers having with process management, the interesting story about IBM Rational Method Composer is that IBM had similar challenges… and RMC was created to help IBM address some of its own process challenges as well!
“ That begs the question though… what is the value of process and why do companies need it?” Expound on this to the breadth or specific areas of interest as time permits – some people may not understand why having process is important. Possible examples include: * “Without understanding what you are doing and having general concurrence on it how do you know if you are ‘not doing what you are supposed to’, ‘what to measure to understand how a project is performing’, or ‘even how to improve what or how you are doing things’?!?” * “A defined process provides every manager with an opportunity to put the contributions of every team member in context to their responsibilities to the organization and project.” * turnover in workforce * trying to do “more with less” * introducing technology but not understanding how it changes the workflow * not communicating (or enforcing) quality gates * not communicating handoffs among people / organizations * etc.
These are challenges we find our customers having with process management, the interesting story about IBM Rational Method Composer is that IBM had similar challenges… and RMC was created to help IBM address some of its own process challenges as well!
Introduce this slide in the context of “we used to sell RUP prior to RMC…” Very, very high-level overview of RMC to level set in case some in audience aren’t familiar with RMC. We will speak to both “Tooling” and “Methods” (content) updates in this presentation for RMC 7.5.
To really help tie things together call out the practices diagram in the published web site as that diagram is reused when we have a few slides about practices.
Don’t go into detail about 7.5 content or capabilities – relate to the audience you’ll cover that later in the presentation. Now though draw the attention to the word “practices” in the sub-title as that sets up the next few slides…
To avoid a common failure pattern of self-inflicting too much process, and to ensure faster and more predictable results, we need to be very focused in our change effort. Practices is a key concept that helps us achieve just that: Addresses one aspect of the software lifecycle e.g., continuous integration, use-case driven development, performance testing, etc. Can be incrementally and independently adopted Can be mapped to operational objectives and development pain points Adoption can be measured, and we will look at two complementary approaches for measuring practice adoption
MCIF provides a framework for 3-tiered performance management – with the measurement aspect provided by Rational Insight. Business Objectives provide the context for establishing Operational objectives, which help determine choices of practices/process elements. We enact the process into the Jazz platform – and into other non-Jazz tools. As we continue to evolve the Jazz platform, we will increase capabilities for specifying and automatically enacting process as well as governance elements within that process. The goal is for the tools to guide practitioners through the process steps as defined, increasing compliance, enforcing decision points and rights, and streamlining execution. Measurement is key at all three levels. Automated data collection via Insight to provide objective data so we can gauge progress and make informed decisions based on what we see.
The Measured Capability Improvement Framework (MCIF) is a measurable approach to continuous capability improvement Captures +10 years of Rational experiences in incremental adoption Key aspects have been used in agile transformation’s of +80 IBM internal projects Process independent – used in conjunction with RUP, XP, Scrum and other processes A systematic approach for improving your business using four phases: Phase 1: Elicit and set business value objectives Reduce Time-to-Market, Improve Quality, Increase Innovation, …) Phase 2: Determine the right set of practices and tooling to drive desired business objectives Leverage assessments and out-of-the-box business objectives to practices mappings Phase 3: Accelerate and monitor the adoption of the technology Effectively deploy well-governed practices Understand what aspects of which tools to adopt to effectively adopt practices Process guidance, training courses. enablement material, etc Phase 4: Measure the business results realized Understand whether target practices are successfully adopted Understand whether desired business outcomes are achieved or not Take corrective actions
Draw the attention to the red ovals: we invested in the last few slides to set this up… that RMC is not only directly involved, but as the level based upon “practices” the IBM Practices content in RMC which is leveraged by Self Check, able to be manually configured with RTC, etc. is key here.
Optional IBM Rational “Questions” Breaker Slide
To really help tie things together call out the practices diagram in the published web site as that diagram is reused when we have a few slides about practices.
BENEFIT – verbal (so as not to be a “sales pitch”) Build your own content is nice… but it takes forever. Many company’s efforts are often de-funded before they have had an opportunity to demonstrate success. We’ve found that companies leveraging our methods enjoy several advantages including: (1) ability to hit the ground running and demonstrate immediate pilot project impact in adopting process; (2) removing the argument about “what process” – too often there are ‘sense of ownership’ issues, turn the process implementation team into advocates for implementing the process not ivory towers of process makers; (3) a wealth of knowledgeable resources, associated books/whitepapers/training materials/etc.
The MAM is literally our method (process) on how to do process! We harvested / are harvesting how the RUP content team does process and are making it available as another method – it is currently in EARLY ALPHA. So “process isn’t what other people do”! The method engineers using RMC can now subject themselves to the same rigor they expect of others in following process… the upshot of “drinking your own kool-aid” is the marketing aspect of it, that it truly captures our best practices in how to do RMC “development”, and that (hopefully) by using it the method engineers will also have a better understanding of the level-of-process that people actually use and help them appreciate where they get the bang for the buck for time invested in process.
The key point of this slide (emphasize!) is that our broad content is the biggest value we provide to you! No other process framework solution can provide you with the breadth and depth in process that IBM can provide. No other company can provide you with the experience that IBM has in working with customers in software and systems development, portfolio management, and IT service management. Please visit our process library website for more details: http://www-306.ibm.com/software/awdtools/rmc/library/ Open source: Open source is only a subset of RUP (5%-10%).
Optional IBM Rational “Demo” Breaker Slide
Optional IBM Rational “Questions” Breaker Slide
Early in the preso we discussed how RMC: “ was designed to purposefully separate as much as possible the layers of (method) content, processes, and look-and-feel of the published result”. We’ll leverage these 5 steps and all the paradigm shifting key concepts in this demo.
BENEFIT – verbal (so as not to be a “sales pitch”) “Change these options without impacting your underlying methods!”
RMC 7.2 uses Dojo to stop using frames and render the new treebrowser. RMC 7.2 also leverages the “skin” Cascading Style Sheets (CSS) to allow for more end-user control over the published look and feel. At this point in time “skin” manipulation is formally unsupported, though we can provide some rough guidance as to where some things are – expect this will have more support/documentation over time. RMC Site Generator optionally provides “search” capability depending upon chosen publishing options. Static web site uses search applet, if selected. Dynamic web site, which is a WAR file that must be deployed to an app server, uses a search servlet.
BENEFIT – verbal (so as not to be a “sales pitch”) Do the brain work to build the process once. Publish it in multiple different formats multiple different ways without minimal additional overhead!
BENEFIT – verbal (so as not to be a “sales pitch”) Do the brain work to build the process once. Publish it in multiple different formats multiple different ways without minimal additional overhead!
BENEFIT – verbal (so as not to be a “sales pitch”) Again, you invest much in the process. Allow the tool to maximize your realized benefit from that investment while minimizing additional overhead!
“Just because you can do it, doesn’t mean you should go crazy doing it… but know that it can be done!”
Early in the preso we discussed how RMC: “ was designed to purposefully separate as much as possible the layers of (method) content, processes, and look-and-feel of the published result”. We’ll leverage these 5 steps and all the paradigm shifting key concepts in this demo.
These are the five themes called out in Peter’s powerpoint (and whitepaper) that well capture the main thrusts of our investment. In the interest of time we will only investigate Process Builder and Slots in greater detail to exemplify the impact of practices upon tooling capabilities.
Optional IBM Rational “Demo” Breaker Slide
Early in the preso we discussed how RMC: “ was designed to purposefully separate as much as possible the layers of (method) content, processes, and look-and-feel of the published result”. We’ll leverage these 5 steps and all the paradigm shifting key concepts in this demo.
BENEFIT – verbal (so as not to be a “sales pitch”) Separating method content and process enables content to be defined once to be used and reused across processes to reduce the complexity (and cost!) of maintaining processes and make it easier for those exposed to the process to learn processes (what they learn from one process may be reused in another!) “You’ll shortly see the separation of methods into ‘method content’ and ‘process’ as the way the tool is organized.”
“Content Elements are the building blocks that we typically think of as ‘process’. Note that instead content elements are like an artist’s easel from which to paint the process canvas. You’ll shortly see these elements as the way the tool is organized.”
“ If you understand the modeling notation here, great. If not, that’s OK. The important thing to glean from this is the uni-directional (one-way) relationship between the elements. Note how Tasks ‘own’ the relationships with Role and Work product and how Role ‘owns’ the relationship with Work Products. It isn’t depicted to keep the diagram simple, but every element also ‘owns’ a relationship with Guidance.”
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A configuration lets you tell the tool what set of things from the library you want to use to build a process and publish.
BENEFIT – verbal (so as not to be a “sales pitch”) You can draw your own diagrams, but the tool can save you time (and ensure they are synched!) by generating it for you.
An assortment of other capabilities that may be of interest. All the capabilities called out here are equally applicable to practice-based and non practice-based authoring approaches!
Optional IBM Rational “Questions” Breaker Slide
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At its simplest, a practice is nothing more than a “component” / “service” of process. This “chunking” serves many purposes: architectural, customization, maintenance, better segments ownership of content, implementation / adoption clarity, etc. Practices is not just a technical thing; its something that impacts all roles: process engineers, process SMEs, project team members using process, etc. What is the history of practices? Practices is not a new concept; how Rational has engineered “practices” in RMC though contains many new thoughts on the topic. To start… Rational has been talking about (best) practices for well over a decade. “Best practices” are not unique to Rational or to software – many people talk about them. Generically, a “best practice” is a “best” way of doing something. However, since Rational is providing various industry-acceptable options they truly become just “practices” (as not all ways of doing the same thing can be “best”). There are many instances of “practices” when it comes to process among them is Ivar Jacobsen’s work a few years back.
Practices library organization 101: the four main packages and their associated dependencies. The circle calls out the deeper dive on the next slide.
Identify reusable assets that bring value to your business Ensure assets are easily located and are consumed effectively within IT Measure utilization and asset usage to ensure architectural integrity and compliance Govern Asset Based Development
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