Commercial Rapid Development Ray Madachy [email protected] CS510 October 13, 2006 University of Southern California Center for Software Engineering CSE USC.

Commercial Rapid Development

Ray [email protected]

CS510October 13, 2006

University of Southern CaliforniaCenter for Software EngineeringC S E

USC

2

Introduction

This presentation will show a commercial example of applying MBASE principles in industry

The RAPID Value™ methodology is used to conceive and develop e-commerce solutions initially developed at C-bridge, a USC-CSE affiliate

RAPID Value™ is closely allied with USC MBASE and the Rational Unified Process (RUP)

All are modern, risk-driven iterative lifecycle approaches to developing software systems. the major lifecycle phases of all 3 methods can be

mapped one-to-one C-bridge extended the lifecycle concepts to the

business world, and elaborated the best practices to rapidly deliver Internet systems

3

Agenda

Process Description CMM KPA Mapping and Training Project Example

4

Profit Life Cycle Management

5

RAPID Value™ Methodology

RAPID ValueTM Methodology

DeliveryDiagnosis

Internet Strategy Analysis

Internet Visioning

Education/Empowerment

Business Value Analysis

Internet Readiness Assessment

Define Design Develop Deploy

Internet Systems Integration

Create Internet Enabled Business

Change

Develop Internet and Organization

Direction

Understand Internet Business

Opportunity & Value

Implement Internet Enabled Business

Change

6

Process Phase Mappings

MBASE RAPID Value - Diagnosis

Inception Define

Elaboration Design

Construction Develop

Transition Deploy

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RAPID Value™ Delivery Guiding Principles

Business Solution Focused Risk-driven Iterative Process Architecture-first Timeboxing Joint Application Development Demonstration-based Approach Project Communication using the Internet -

Project Center and Knowledge Bank Object Oriented Analysis, Design and

Development

8

RAPID Value™ Project Approach

DefineDefine DesignDesign DevelopDevelop DeployDeploy

Lines of readinessAre we ready for the next step?

IterationScope, Listening, Delivery focus

Iden

tify S

ystem

Acto

rs

Docum

ent B

usine

ss Pro

cesse

s

Genera

te Use

Cas

es

Define

basic

deve

lopmen

t stra

tegies

Object

Domain

Mod

eling

Detaile

d Obje

ct Des

ign, L

ogica

l Data

Mod

el

Object

Inter

actio

ns, S

ystem

Serv

ices

Polish

Des

ign, B

uild P

lan

Build 1

Build 2

Stabili

zatio

n Buil

d

Releas

e to T

est

Beta P

rogr

am

Pilot P

rogr

am

Produ

ction

9

Process Milestones Process milestones are common anchor points around which

plans and budgets are organizedmilestones also represent “lines of readiness”

RAPID Value™ contains the following milestones for anchoring product elaboration Business Vision (BV)

identify what to change, what to change to, and how to make the change happen unique to the C-bridge RAPID Value™ process

Life Cycle Objectives (LCO) establishing a sound business case

Life Cycle Architecture (LCA) commit to a single architecture and elaborate it to cover all major risk sources

Initial Operational Capability (IOC) commit to transition and support operations

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Description of LCO/LCA Milestones(Risk-driven level of detail for each element)

*WWWWWHH: Why, What, When, Who, Where, How, How Much

Milestone Element Life Cycle Objectives (LCO) Life Cycle Architecture (LCA)

Definition of OperationalConcept

• Top-level system objectives and scope - System boundary - Environment parameters and assumptions - Evolution parameters• Operational concept - Operations and maintenance scenarios and parameters - Organizational life-cycle responsibilities (stakeholders)

• Elaboration of system objectives and scope of increment• Elaboration of operational concept by increment

• Top-level functions, interfaces, quality attribute levels, including: - Growth vectors and priorities - Prototypes• Stakeholders’ concurrence on essentials

• Elaboration of functions, interfaces, quality attributes, and prototypes by increment - Identification of TBD’s( (to-be-determined items)• Stakeholders’ concurrence on their priority concerns

• Top-level definition of at least one feasible architecture - Physical and logical elements and relationships - Choices of COTS and reusable software elements• Identification of infeasible architecture options

• Choice of architecture and elaboration by inc. - Physical and logical components, connectors, configurations, constraints - COTS, reuse choices - Domain-architecture and architectural style choices• Architecture evolution parameters

• Elaboration of WWWWWHH* for Initial Operational Capability (IOC) - Partial elaboration, identification of key TBD’s for later increments

• Assurance of consistency among elements above• All major risks resolved or covered by risk management plan

• Identification of life-cycle stakeholders - Users, customers, developers, maintainers, interoperators, general public, others• Identification of life-cycle process model - Top-level stages, increments• Top-level WWWWWHH* by stage

• Assurance of consistency among elements above - via analysis, measurement, prototyping, simulation - Business case analysis for requirements, feasible architectures

Definition of SystemRequirements

Definition of Systemand SoftwareArchitecture

Definition of Life-Cycle Plan

FeasibilityRationale

System Prototype(s)• Exercise key usage scenarios• Resolve critical risks

• Exercise range of usage scenarios• Resolve major outstanding risks

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RAPID Value™ Methodology with

Process MilestonesRAPID ValueTM Methodology

DeliveryDiagnosis

Internet Strategy Analysis

Internet Visioning

Education/Empowerment

Business Value Analysis

Internet Readiness Assessment

Define Design Develop Deploy

Internet Systems Integration

Create Internet Enabled Business

Change

Develop Internet and Organization

Direction

Understand Internet Business

Opportunity & Value

Implement Internet Enabled Business

Change

IOCBV LCO LCA

Process MilestonesBV: Business VisionLCO: Life Cycle Objectives

LCA: Life Cycle ArchitectureIOC: Initial Operating Capability

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Preliminary Iteration(s)

Iter. #1

Iter. #2

Iter. #n

Iter. #n+1

Iter. #n+2

Iter. #m

Iter. #m+1

Inception Elaboration Construction Transition

BV LCALCO IOC

Stages

Process Activities Diagnosis

Define

Design

Develop

Assess

Deploy

Supporting Activities Management

Environment

Training

Time

RAPID Value™ Methodology Typical Activity Profiles

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RAPID Value™ Delivery Roles

Account Manager Practice Manager Project Manager Tech Lead/Architect User Interface

Coordinator User Interface Developer Data/Systems Analyst

Quality Manager Tester Middleware Developer Framework Designer Database Administrator Business Case Analyst Subject Matter Experts

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Types of RAPID Value™ Delivery

RAPID Value™ Delivery normal duration is 24 weeks this presentation describes the normal

process RAPID Value™ Delivery Fast Track

16 weeks

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Critical RAD Success Factors

Prioritized requirements A reasonable “ballpark” schedule estimate Software design for ease of contraction Schedule tracking for midcourse corrections Better and fewer people Teambuilding and shared vision among all stakeholders Co-location Learning, metrics, continuous improvement Prepositioning

domain engineering, architecting reuse everything: plans, specs, class libraries, middleware, tests, manuals people and teambuilding, tools and facilities

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Timeboxing

Traditionally, size (~functionality) is the independent variable for software development while cost and schedule are dependent on it

Timeboxing treats schedule time as the independent variable (“design-to-schedule”) development must be accomplished within

a fixed timeframe functionality descoping takes place to

ensure that timebox is met

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RAPID Value™ Delivery

-Diagnosis deliverables used to map Delivery methodology for implementation

-Define stage will produce specific line items and use-cases based on business strategies

-Design customized system elements with our proprietary technical frameworks

-Complex IT Architecture installed for deployment

-The Delivery methodology is iterative, meaning that we continuously refine our initiatives based on requirements

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DefineObjective: develop a prototype of the user interface, define links to external systems, and document business use cases and workflow.

Focus: Employ object-oriented analysis techniques and interactive workshops

Outcome: To build consensus with the project stakeholders

Define

User Requirement / Workflow

Prototype of Application

Technology Alternatives

Build Commitment

Application Definition Document

User Interface Prototype

Preliminary Release Definitions

Next Steps Document

Deliverables

Plan Design

Design Phase Proposal

Project Center

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Define Phase Deliverables 1

Application Definition Document Application Context Application Overview

Business Process Workflow Use Cases Business Rules

Preliminary System Architecture User Interface Reference Batch Job Reference Preliminary Data Models System Interface Reference

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Define Phase Deliverables 2

User Interface Prototype Field Definition Document Preliminary Acceptance Criteria Preliminary Release Definitions Design Phase Proposal Project Center Task Distribution Diagram Refined Project Management Plan Refined Change Management Plan

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ADD: Application Context

Describe the context and background of the application to help readers understand the motivation for the project and business mandate.

Project background Description of business need or project

drivers Description of the user communities Expected benefits

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ADD: Application Overview

Describe the vision of the system for anyone who requires a brief introduction to what the system will be and who will benefit. Executive summary Summary of features Description of how the system will be

developed over many releases, if applicable

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DesignObjective: Application framework is customized and extended to meet the needs of the application at hand.

Focus: Object-oriented design and iterative prototyping techniques are used to work out the details

of the new application.

Outcome: Infrastructure issues such as security, connectivity and performance are resolved by building application ‘slices’ that validate proposed design solutions and help mitigate potential risks.

Design

Functional Design/WorkComponents

Object and Security Model

Application Architecture

Technology/Integration Approach

Quality Assurance/Test Plan

Application/Architecture Design

Acceptance Criteria and Build Plan

Quality Plan and Test PlanDeliverables

Test Plan Development

Working Slice/Architecture Validation

Proposal for Develop

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Design Phase Deliverables 1

Application/Architecture Design refined (v2.0) of ADD from Design Phase

Data Model Object Model Process Distribution Architecture Design Framework Design Style Guide and Programming Standards Test Harness Design Revised Workflows and Use Cases

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Design Phase Deliverables 2

User Interface Prototype Final Acceptance Criteria Working Slice / Architectural Validation Parts List

List of all classes, source files, config files that constitute the application

Build Plan Quality Plan

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Design Phase Deliverables 3

Master Test Plan Proposal for Develop Program Management Plan Change Management Plan

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User Interface Design 1 Detailed descriptions of all screens and dialog boxes including UI flow

and field-level validation logic

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Application Architecture Design

Describe in detail the application’s design: Style Guide and Programming Standards Development Strategies System Architecture Data Model Framework Design Business Object Design Refined Requirements Test Harness Design

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DevelopObjective: Short, incremental code and test cycles enabling the project team to constantly monitor the quality of the application. Focus: Standard operating principles include team-based development tools, frequently scheduled customer checkpoints, code reviews and other good development practices.

Outcome: This phase yields a production-ready application.

Develop

Production Ready

Application

System Test

Regression Test Plan/

Performance

Data Migration

Conversion Plan

Application Release Software

Application Build Plan and Process

Regression Testing

Refined Test Plan

Deliverables

Release Plan

Rollout/Deployment Plan

Plan for Next Release

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Develop Phase Deliverables 1

Application Unit Code Build Code Production Release Code Version Control Archive Documentation

Application Build Plan and Processes

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Develop Phase Deliverables 2

Customer Acceptance Testing Suite /Final Test Plans Screen Specific Test Plan Scenario Test Plan Functional Test Plan Load and Stress Testing Test Plan

(Benchmarking Test Plan) Test Results Defect Tracking System / Test Results

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Develop Phase Deliverables 3

Preliminary Deployment Plan Proposal for next release Refined Program Management Plan Refined Change Management Plan

Deliver support

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DeployObjective: This final phase may include user training, documentation, release management (i.e. alpha/beta testing), system administration and operational support.

Focus: These engagements are customized to the customer’s particular needs.

Outcome: Incremental application releases to allow early return on investment and ease the burden of change management in the customer’s environment. The project team simply loops through multiple define/design/develop/deploy cycles until the overall scope of the application is achieved.

Deploy

Training Documen-tation

Release Manage-

ment

Change Control/

Enhancement

PlanOn-going Support

Training

Rollout Support Systems

Maintenance Plan

Enhancement Plan

Deliverables

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Deploy Phase Deliverables

Deployment Plan Schedule Environment Readiness User Support Terms and Conditions,

Service Level Agreements Customer Acceptance Testing Data Conversion Training Documentation

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After Deployment

Release Scope Management Release Process User Training and Documentation User Support Performance Monitoring and Tuning Business Value Assurance

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Quality Practices in RAPID Delivery Phases

Deliverable Review and Validation UI Prototype Development Project Review and Healthcheck Acceptance Criteria Development and

Sign-off Test plan development Use of pre-tested and proven

application frameworks and components

Architectural validation

Release scope management Code Reviews and Inspections Code Testing Short build and test cycles Parallel development and testing

environments Regression testing Clean staging area Alpha/beta releases

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Agenda

Process Description CMM KPA Mapping and Training Project Example

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CMM KPA Mapping to Rapid Value – Level 1

Capability Maturity Model (CMM) LEVEL

Key Process Area (KPA)

Description C-bridge/RAPID Mapping

LEVEL 1: PERFORMED / INTIAL The software process is characterized as ad hoc, and occasionally even chaotic. Few processes are

defined, and success depends on individual effort and heroics.

[Identify Work Scope] Identify the scope of the work to be performed and work products to be produced, and communicate this information to those performing the work.

Contract Statement of Work

[Perform Basic Activities] Perform the basic activities of the process to develop work products and provide services to achieve the specific goals of the process area.

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CMM KPA Mapping to Rapid Value – Level 2

LEVEL 2: REPEATABLE Basic project management processes are established to track cost, schedule, and functionality. The necessary process discipline is in place to repeat earlier successes on projects with similar applications.

Requirements Management Maintain the project’s product or component requirements and keep the project’s plans, activities, and work products consistent with them.

Lines of Readiness ADD AC Define activities

Project Planning Establish and maintain plans that define project activities. Project Plans Status Reports

Project Monitoring and Control Provide adequate visibility into the progress of the project so that appropriate corrective actions can be taken when the project’s performance deviates significantly from the plan.

Risk Management Healthchecks Status Reports

Supplier Agreement Management Manage the acquisition of products and services form sources external to the project.

Sub-contractor process and policies Partner Relationships

Measurement and Analysis Develop and sustain a measurement capability in support of management information needs.

(subjective information)

Process and Project Quality Assurance Objectively review activities and work products for their adherence to applicable requirements, process descriptions, standards, and procedures, and communicate the results to staff and management.

Quality in Practice

Data Management Provide administrative management of appropriate project data and maintain its availability to the project staff and stakeholders.

Project Center Oracle Financials

Configuration Management Establish and maintain the integrity of work products using configuration identification, configuration control, configuration status accounting, and configuration audits.

CM activities in Design, Develop, Deploy

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CMM KPA Mapping to Rapid Value – Level 3

LEVEL 3: DEFINED The software process for both management and engineering activities is documented, standardized, and integrated into a standard software process for the organization. All projects use an approved, tailored version of the organization's standard software process for developing and maintaining software.

Customer and Product Requirements Produce customer and product requirements and a preliminary functional architecture.

Define activities

Technical Solution Transform product requirements into a specification of physical components and interfaces, such that their implementation and integration will satisfy the product requirements; and to create products that satisfy the requirements.

Vertical Slice

Product Integration Assemble the product and to ensure that product elements function as a whole.

End to end testing Customer Acceptance Testing

Product Verification Assure that work products meet the specified requirements. Acceptance Testing Customer Acceptance Testing

Validation Confirm that a product fulfills its intended use when placed in its intended environment.

PLCM

Organization Process Focus Establish and maintain an understanding of the organization’s processes and process assets, build and infrastructure to support their use, and plan and coordinate the organization’s process improvement activities.

Knowledge Management Best Practices

Organization Process Definition Establish and maintain a usable set of organizational process assets.

Best Practices

Organizational Training Develop the skills and knowledge of people so they cam perform their roles effectively and efficiently.

C-bridge University

Integrated Project Management Manage the project according to an integrated and defined process that is tailored from the organization’s set of standard processes. It ensures that the various functions and disciplines associated with the project effectively communicate, coordinate, and collaborate to satisfy the customer’s needs.

Program and Project Management

Risk Management Identify potential problems before the occur, so that risk handling activities may be planned and invoked as needed to mitigated adverse impacts on achieving objectives.

Risk Management Team

Decision Analysis and Resolution Identify alternatives to issues that have a significant impact on meeting objectives, analyzing the alternatives, and selecting one or more alternatives that best support prescribed objectives.

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CMM KPA Mapping to Rapid Value – Levels 4 and 5

LEVEL 4: QUANTITATEVELY MANAGED Detailed measures of the software process and product quality are collected. Both the software process and products are quantitatively understood and controlled.

Quantitative Management of Quality and Process Quantitatively manage the project’s defined process to achieve the project’s established quality and process performance requirements and objectives.

Organizational Process Performance Provide the organization data, baselines, and models to support quantitatively managing the organization’s and project’s processes.

LEVEL 5: OPTIMIZING Continuous process improvement is enabled by quantitative feedback from the process and from piloting

innovative ideas and technologies.

Causal Analysis and Resolution Improve process performance and product results by identifying causes of defects and other problems, and taking action to prevent them from occurring in the future.

Lessons Learned Project Closure (subjective information)

Organization Process Technology Innovation Identify process improvements that would measurably improve the organization’s processes. The improvements support the organization’s process improvement objectives as derived from the organization’s business objectives.

(subjective information)

Process Innovation Deployment Continually and measurably improve the organization’s processes by systematically transitioning incremental and innovative improvements into use.

Best Practices Best Practice Packages

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Training Courses (1/2)METHODOLOGY COURSES

RAPID VALUE WORKSHOP

RAPID VALUE DIAGNOSTICS

RAPID VALUE DELIVERY

SOFTWARE COST ESTIMATION

E-BUSINESS PROJECT MANAGEMENT

MANAGEMENT COURSES

JONAH COURSE

TRANSFORMING THE SUPPLY CHAIN

CHANGE MANAGEMENT COURSES

CHANGE FOR EXECUTIVES

INTRODUCTION TO ORGANIZATIONAL CHANGE

INTRODUCTION TO PERSONAL CHANGE

CHANGE FOR HR PROFESSIONALS

CHANGE FOR IT PROFESSIONALS

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Training Courses (2/2)

WEB PROGRAMMING COURSES

WEB SITE DEVELOPMENT

PROGRAMMING WITH JAVA

JAVA ON THE WEB

INTRODUCTION TO EJB

INTRODUCTION TO XML

WEB GRAPHICAL DESIGN COURSES

GRAPHICAL DESIGN FOR THE WEB

PROGRAMMING FOR WEB DESIGNERS

ADVANCED TECHNOLOGY COURSES

E-BUSINESS ARCHITECTURE

SECURITY FOR E-BUSINESS SYSTEMS

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Agenda

Process Description CMM KPA Mapping and Training Project Example

45

Software Schedule Performance

Software Schedule Performance

0.0

2.0

4.0

6.0

8.0

10.0

12.0

14.0

16.0

0 10 20 30 40 50 60 70 80 90 100 110Effort (person-months)

Sch

edu

le (

mo

nth

s)

COCOMO II default

RAPID Value default (unadjusted for RAD factors)

U5

46

MyU5 Portal for Disk Drive Development

Consolidated visibility of reliable information Product database (content rationalization) Access to design engineer on-line &

information repository (forums) Customizable alerts notification Effect of particular configurations on yield

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Business Solution Impact

Reduce engineering development cycle time Streamline qualification and hand-off to manufacturing Provide full cycle accountability Contribute to customer on-time delivery at high volume Collaborate timely data for more efficient decision

making by the engineers responsible for Disk Drive Development

Provide accurate data in order to track trends and highlight alerts and priority for the engineers

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Screen Shot #1

PFL-001 EC047 Open 03/27/00 2 CSS Jared Woodward

This screen displays a

list of Product Failure

Logs for users to quickly

identify issues.

49

Screen Shot #2

Mechanical FA Report

This is a detail report of the

PFl chosen on the previous

screen. This describes in detail

the issue reported. The error is

identified as either electrical

and/or mechanical.

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Screen Shot #3

HDA Internal Inspection

The user can drill down even further for

additional information on the mechanical

problems. The user can view a picture of

the faulty hardware by clicking on the

HDA Internal Inspection Link

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Screen Shot #4

User can view the source of the

problem.

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Project ChallengesCYCLE TIME Customer mandate of < 90 calendar days Delivery

REUSABILITY For ensuring the security management and single point of control, LDAP

service in combination with Single Sign-On is shared with any future mySeagate.com application

The overall system architecture can be used as a base for future application development

A Lotus Notes adapter will be developed to enable the Seagate Information bus to have access to a Lotus Notes Database. If any future application relies on data within a Lotus Notes database, this adapter can be reused within the Seagate Information bus environment.

SCALABILITY Each application can have two or more dedicated machines with the load

balanced between them.

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Application Architecture

Eth

ern e

t

Sea

gate

Inf

orm

atio

n B

us

PortalServer

LDAPServer

ApplicationServer

AuthenticationServer

Presentation Application Persistence

ContentmanagementandPersonalization

PersonalizationDatabase

OracleDatabase

Lotus NotesDatabase

OLAPServer

DataWarehouse

AlertsServer

EnterpriseApplicationIntegration

Lotus

Notes

Database

Oracle

Database

Data

Warehouse

OLAP

Server

LDAP

Server

Authentication

Server

Application

ServerConf.

Mgmt

Server

Portal

Server

Alert

Server

Presentation

Layer

Application

Layer

Persistence

Layer

Personalization.

Database

Data is extracted from the backend

sources and is accessible to all

users via the MyU5 Portal.

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Product Inventory

Presentation Layer: Browser: MS Internet Explorer 4.0 (IE4.0 or greater) or Netscape

Navigator. O/S (Client-side): x86 based Intel PC running Windows 95, 98 or

Windows NT.Application Layer: Webserver: iPlanet Enterprise Server. Application Server: BEA WebLogic Server. Alerting Manager: Vigilance package Authentication Server: Netegrity SideMinder package Content Management: Vignette StoryServer Development Tools: WebGain and Rational Rose Reporting Tools:Seagate Crystal Report LDAP Server: iPlanet Directory ServerPersistence Layer: Application Database: Oracle and Lotus Notes

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Product Inventory (Cont.)

Enterprise Application Integration: Seagate Information Bus: Tibco Rendezvous

Development Tools Modeling tools: Rational Rose and WebGain Visual Cafe Testing tools: Load Runner

Software Programming Language: Java and Enterprise Java

Beans

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Overall Process Attributes

Stable and empowered team Active but managed user involvement Constant monitoring of timebox (scope, resources,

schedule) Frequent architectural reviews QA and testing throughout the lifecycle Pre-positioning of people and computer resources Short communication lines Daily progress updates Tight project control Extremely high RAD-capable personnel