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We As Your Software Development Partner
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Agile Modeling and the Rational Unified Process (RUP)
Agile Modeling (AM) is a practices-based software process whose scope is to describe how to model and document in an effective and agile manner. The practices of AM should be used, ideally in whole, to enhance other, more complete software process such as eXtreme Programming (XP), the Rational Unified Process (RUP), Disciplined Agile Delivery (DAD), and the Enterprise Unified Process (EUP) to name a few. These processes cover a wider scope than AM, in the first three cases the development process and in the fourth the full software process including both development and production. Although these processes all include modeling and documentation activities, in one form or the other, there is definitely room for improvement. With DAD the practices of AM are built right into the framework, with XP the modeling processes should be better defined, and with RUP modeling processes could definitely stand to be made more agile.
How Modeling Works in the Unified Process
All efforts, including modeling, is organized into disciplines (formerly called workflows) in the UP and is performed in an iterative and incremental manner. The lifecycles of the AUP and EUP are presented in Figure 1 and Figure 2 respectively. The AUP is a subset of the RUP and the EUP a superset of the it. I like to say that the UP is serial in the large and iterative in the small. The six phases of the EUP clearly occur in a serial manner over time, at the beginning of an UP project your focus is on project initiation activities during the Inception phase, once your initial scope is understood your major focus becomes requirements analysis and architecture evolution during the Elaboration phase, then your focus shifts to building your system during the Construction phase, then you deliver your software during the Transition phase, you operate and support your software in the Production phase, and finally you remove it from production during the Retirement phase. However, on a day-to-day basis you are working in an iterative manner, perhaps doing some modeling, some implementation, some testing, and some management activities.
In the RUP there are three disciplines that encompass modeling activities for a single project - Business Modeling, Requirements, and Analysis & Design - and the EUP adds Enterprise Business Modeling and Enterprise Architecture. The AUP on the other hand, being a subset of the RUP, combines the three modeling disciplines into a single Model discipline. All six disciplines are described in Table 1. For a description of potential artifacts to create during these disciplines visit Agile Models Distilled.
The Modeling Disciplines of the Unified Process.
|Business Modeling|| |
The purpose of this discipline is to model the business context, the scope, of your system. Common modeling activities include the development of:
The purpose of this discipline is to engineer the requirements for your project, including the identification, modeling, and documentation of those requirements. The main deliverable of this discipline is the Software Requirements Specification (SRS), also referred to as the Requirements Model, which encompasses the captured requirements.
|Analysis & Design|| |
The purpose of this discipline is to evolve a robust architecture for your system based on your requirements, to transform the requirements into a design, and to ensure that implementation environment issues are reflected in your design.
|Model||In the AUP this is the combination of the Business Modeling, Requirements, and Analysis & Design discipline.|
|Enterprise Business Modeling|
The Enterprise Business Modeling discipline extends business modeling to enable your organization to explicitly realize the benefits of doing so outside the context of a project. The goal of the Enterprise Business Modeling discipline, also sometimes referred to as enterprise requirements modeling, is to enable you to understand and effectively communicate the business that your organization is engaged in. It explores both the business process that your organization engages in as well as the overarching business requirements for the software applications that support it.
The Enterprise Architecture discipline defines the enterprise architecture of an organization. It consists of models that define it, reference architectures, prototypes and working models that demonstrate how it works, and frameworks that make it easier to use. An enterprise architecture model is a representation of the structures and processes of an organization; a good one depicts the organization both as it is today and as it is envisioned in the future, and maps the various views representing the architecture to one another. These views include both business-oriented perspectives as well as technical perspectives. In many ways enterprise architecture models are a communication bridge between senior business stakeholders and senior IT professionals.
How Good is the Fit Between AM and UP?
Now that we understand the basics of how modeling in the UP works, we can examine how well AM fits in with it.Luckily many of AM's principles and practices are arguably a part of the UP already, although perhaps not as explicitly as I would like. Table 2 presents an examination of how well each individual AM practice is currently implemented in the UP, if at all, and discusses how to adopt the practice within the scope of the UP. My experience is that it is relatively straightforward for UP teams to adopt AM practices if they choose to do so. This is because the UP is very flexible, one of its underlying principles is that you should tailor it to meet your unique needs, making it easy to merge AM practices into the UP.
|Active Stakeholder Participation|| |
AM has a wide definition for project stakeholders, including users, management, operations staff, and support staff to name a few that are compatible with the UP. The UP clearly includes project stakeholders, such as users and customers, throughout most of it disciplines. To be successful UP project teams should allow project stakeholders to take on modeling roles such as Business Process Designer and Requirements Specifier as appropriate, there is nothing in the RUP preventing this by the way. The more active project stakeholders are the less of a need there will be for reviews, management presentations, and other overhead activities that reduce your team's development velocity.
|Apply Modeling Standards|
The application of modeling standards, in particular the diagrams of the Unified Modeling Language (UML), is a significant part of the UP. Furthermore the RUP product includes guidelines for the creation of many modeling artifacts, guidelines that your teams should consider adopting and following as appropriate, and explicitly suggests that you tailor the guidelines that they provide for your exact needs. To remain agile, however, UP teams should recognize that you often need to bend the guidelines and standards - in other words, don't let them become a straight jacket. There are detailed UML modeling guidelines posted at this site.
|Apply Patterns Gently|| |
UP teams are free to apply modeling patterns, the RUP product describes many common modeling patterns, as part of their efforts for any of the modeling disciplines. This practice enhances the UP with its advice to ease into the application of a pattern, the UP does not make this concept as explicit as it could.
|Apply the Right Artifact(s)|| |
One of the strengths of the UP is that provides some advice for when to create each type of model, and recent incarnations of the RUP product includes significant advice for non-UML artifacts such as data models and user interface storyboards (UI flow diagrams).
AM's concept of collective ownership can be used to enhance the efforts on UP projects, assuming that the team culture supports the concept of open and honest communication. The UP supports collective ownership with its strong focus on configuration management issues, it has a discipline dedicated to this task, although its change management processes may potentially get in your way if developers and project stakeholders are unable to distinguish when to formalize change control and when not to. To be fair, this is a problem regardless of when you apply AM on an UP project, or on any type of project for that matter. UP teams should turn the configuration management dial up a few notches and allow anyone on the project to access and work on any artifact that they wish, including models and documents.
|Create Several Models in Parallel|
The UP clearly includes this concept, one only has to look at the activity diagrams depicting each discipline to see that several artifacts are potentially being worked on in parallel. However, this concept could be communicated better because the near-serial flow in its activity diagrams presented for each major modeling activity doesn't communicate this concept well. There is a larger issue as well when you consider the lifecycle as a whole. Because the UP has organized its modeling efforts into separate disciplines, for very good reasons, it isn't as apparent that not only could you work on several business modeling artifacts in parallel but you could also work on requirements-oriented artifacts, analysis-oriented artifacts, architecture artifacts, and design artifacts too. UP teams can turn the dial up a few notches by reading between the lines of the discipline activity diagrams and the UP lifecycle diagram and choosing to perform activities from several disciplines simultaneously when it makes sense to do so.
|Create Simple Content|
This practice is a choice made by the modeler(s), albeit one that must be implicitly supported by the rest of the development team. UP teams will need to adopt modeling guidelines that allow models that are just good enough and the customers of those models (including programmers, project stakeholders, and reviewers) must also be willing to accept simple models. This is a cultural issue, one that is often difficult for many organizations to adopt.
|Depict Models Simply|
See Create Simple Content.
|Discard Temporary Models|
Modelers on UP teams are free to discard anything that they wish. As with the simplicity practices your organization's culture must accept the concept of traveling light, of developing and maintaining just enough models and documents and no more.
|Display Models Publicly|
UP teams are free to follow this practice. UP teams can turn the communication dial up a notch by following the principle of Open and Honest Communication by making all artifacts available to everyone as well as to publicly display the critical models used by the project team.
|Formalize Contract Models|| |
The UP includes the concept of integrating with external systems, these systems are typically identified on use case models and the RUP suggests introducing "boundary classes" to implement the interface to these systems. At the time of this writing the RUP appears weak with respect to activities such as legacy system analysis and enterprise application integration (EAI). The explicit adoption of this practice clearly strengthens the UP's integration activities and fits in well with it's concepts of use case realizations - the interaction between systems could be specified with one or more use cases and then the corresponding use case realization would be the formalized contract model.
|Iterate to Another Artifact|| |
This practice can be easily adopted by an UP team. As mentioned previously, the unfortunate depiction of UP modeling activities as quasi-serial processes and the division of modeling activities into separate disciplines can hinder the iterative mindset required of agile modelers.
|Model in Small Increments|
This practice is clearly an aspect of the UP - the UP's support for iterations implies that you will be incrementally developing your model throughout your project. UP teams can easily turn the iterative and incremental dial up a few notches by preferring smaller, simpler models that quickly lead to implementation and testing.
|Model With Others|| |
The UP implicitly includes this practice. Every modeling discipline clearly includes several roles, each role being filled by one or more people. UP teams can turn the communication dial up a few notches by adopting tools that support team modeling, such as whiteboards and collaborative modeling tools (see the Communication article) over single-user modeling tools.
|Prove it With Code|| |
The UP explicitly includes this practice. At the end of every iteration, except perhaps for the ones during the Inception phase, the UP specifically states that you should have a working prototype. Furthermore, the UP insists that you have a working end-to-end prototype at the end of the Elaboration phase that proves your architecture.
|Reuse Existing Resources|| |
Reuse is an implicit part of the UP, and reuse management is an explicit part of the Enterprise Unified Process (EUP). UP teams can turn the reuse dial up a few notches by actively preferring to reuse existing resources instead of building them from scratch, including but not limited to existing models, existing components, open source software (OSS), and existing tools.
|Single Source Information||There is no reason why you cannot store information in a single place when following the UP. Unfortunately, many organizations choose to instantiate the RUP in a documentation-driven manner (which IBM Rational clearly advices you not to do), and as a result they travel very heavy and clearly take a multi-source approach.|
|Update Only When it Hurts|| |
In theory this can be an easy concept for UP teams to adopt as it dramatically reduces the effort expended to keep your artifacts up to date. However, in practice many organizations prove to have a problem with this concept, particularly if they have a strong "traceability" culture. Traceability is the ability to relate aspects of project artifacts to one another, the support for which is a strong feature of the UP as it is an important aspect of its Configuration and Change Management discipline. Furthermore, the RUP product includes tool mentors for working with Rational RequisitePro, a requirements traceability tool, making it appear easy to maintain a traceability matrix between artifacts. My experience is that organizations with traceability cultures will often choose to update artifacts regularly, even if it isn't yet painful to have the artifacts out of date, and update the traceability matrix relating everything to one another. To turn their productivity dial up several notches UP teams should choose to travel light, to loosen up a bit and allow project artifacts to get out of sync with one another, and to maintain a traceability matrix between artifacts only when there is clear benefit to do so AND their project stakeholders understand the issues involved as well as authorize the effort. A traceability matrix is effectively a document and is therefore a business decision to be made by project stakeholders.
|Use the Simplest Tools|
The RUP product includes tool mentors that make it easier for teams to work with tools sold by Rational Corporation. However, the reality is that UP teams are welcome to use any development tool that they want and Rational tools compete on their merits just like the products of any other company. UP teams can turn their productivity dial up several notches by expanding their horizons to include simple tools such as whiteboards, index cards, and Post-It notes in addition to CASE tools.
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