Project Management with the IBM Rational Unified Process: Lessons From The Trenches

Index

[A] [B] [C] [D] [E] [F] [G] [H] [I] [J] [K] [L] [M] [N] [O] [P] [Q] [R] [S] [T] [U] [V] [W]

early deployment

Earned Value Project Management

Earned Value, monitoring project performance with

Elaboration phase, goals of 2nd

electronic whiteboards

elevating level of abstraction

eliciting requirements

end users, avoiding overcommitment to

equipping Help Desks

errors in RUP (Rational Unified Process) implementation

     assuming you can implement RUP perfectly the first time

     failing to integrate change requests into iterations

     failing to tailor RUP

     failing to test properly

     iterations of inappropriate length

     iterations with no clear goal

     poor project choice

estimates

     accuracy of 2nd

     project postmortems

executables produced by iterations

expert consultants

     from vendors

     pricing

    process consultants

         choosing projects suitable for

         definition of

         implementation plans

         organizational assessments

         task schedules

         working with

external sources, dependencies on risks

     other contractors

     vendors

extracting legacy data