Rational Unified Process (RUP) in e-business Development

Transcription

1 Rational Unified Process (RUP) in e-business Development Jouko Poutanen/ IBM Corporation Agenda Characteristics of e-business Development Business Modeling with RUP and UML Rational Tools for e-business Development 2 1

2 Characteristics of e-business Development An e-business development project has many characteristics in common with the development of any complex information system. These characteristics typically include: Externally imposed rules and regulations, often of high complexity, such as business rules. High complexity in data structures. Customer focus. Pressed time schedules. Performance and reliability of the final system is a primary concern. Typical differences in an e-business development project are: More emphasis on business modeling. More emphasis on user-interface design. Use of e-business enabling technologies to define the architecture. A greater focus on performance testing. 3 Agenda Characteristics of e-business Development Business Modeling with RUP and UML Rational Tools for e-business Development 4 2

3 Business Modeling? Encompasses all modeling techniques you can use to visually model a business. These are an essential subset of the techniques you may use to perform business engineering. Visualization is essential for understanding and contemplation. 5 Origins BPR Simulate real-world phenomena Book: The Object Advantage by Ivar Jacobson Objectory BE Object- Orientation Model large systems OOSE / Objectory SE Booch OMT 6 3

4 Business Modeling and RUP Process Disciplines Inception Business Modeling Requirements Analysis & Design Elaboration Phases Construction Transition Implementation Test Deployment Supporting Disciplines Configuration&Change Mgmt Project Management Environment Preliminary Iteration(s) Iter. #1 Iter. #2 Iter. #n Iter. #n+1 Iter. #n+2 Iter. #m Iter. #m+1 Iterations 7 Business Modeling Workflow 8 4

5 What Should Business Models Show? Customers Business processes Goals Organizational structure Roles and responsibilities Products Internal deliverables Events Two business models: Business use-case model Business analysis model 9 Business Use-Case Model Business actor - represents a role played in relation to the business by someone or something. Customer Develop Product Vendor Business use case - a sequence of actions performed in a business that produces a result of observable value to an individual actor of the business. Customer Business process Market and Sell Product Support Customer Regulatory Body Core business processes for a generic software solution vendor 10 5

6 Business Use-Case Model Business Goals A requirement that must be satisfied by the business Measurable, at least at the lowest level of the goal hierarchy 11 Business Analysis Model Structural elements Business entities Business workers Business rules Business events Relationships Business use-case realizations Business systems Is visualized by Dynamic diagrams the activity diagram and statechart diagram Static diagrams the class diagram Interactive diagrams the collaboration diagram or sequence diagram 12 6

7 Business Analysis Model - Business Entities Showing products, deliverables, consumables A "thing" handled or used by business workers Customer Profile Order Delivery Schedule Product Service 13 Business Analysis Model - Business Workers Showing roles and responsibilities A role or set of roles in the business A business worker interacts with other workers and manipulates business entities to participate in the realization of a business usecase Can be human or non-human Sales Person Solution Owner Product Specialist 14 7

8 Business Events Publisher Subscriber A significant occurrence in the activities of the business that requires immediate action 15 Business Analysis Model - Business Use-case Realizations Check-In : Traveler : Check-In Agent : Baggage Coordinator Business use-case realization : Baggage Collaboration There are many business workers and business entities Business use-case realizations help us find the right ones Business use-case realizations help us organize them : Baggage Tag 16 8

9 Activity Diagrams - Swimlanes 17 Activity Diagrams Object Flows 18 9

10 Business Analysis Model Business Systems Encapsulates a set of roles and resources that together fulfill a specific purpose Represent an independent capability within a business Have interfaces, which represent services that can be provided Contains people, hardware, and software 19 What Is Different? Business modeling in the RUP does not prescribe functional decomposition or workflow breakdown Uses the Unified Modeling Language UML business modeling supports an iterative and incremental lifecycle No other technique allows you to effectively model partial purpose, process, structure and behavior all at the same time and yet still maintain a bird's eye-view Functional decompositioning is the breaking down of a problem in to small parts. The context for one part is difficult to comprehend

11 The Advantage A straightforward trace from business models to systems Supports iterative business modeling Emphasizes roles before workflow a more intuitive way of defining business processes Consistent terminology and approach to software development a common language throughout the organization OO gives small semantic gap between classes & objects in the model and phenomena in the real world 21 Business Use-Case Model Customer MoneyTransaction : Customer : Clerk : Loan Specialist Example Business Object Model : Customer Profile : Account : Loan Use-Case Model Step 1 Clerk MoneyTransaction 1 Money Transaction 2 Loan Specialist Use-Case Model Step 2 Customer Money Transaction 1.1 MoneyTransaction 2 Loan Specialist Analysis Model Customer Profile Account Loan 22 11

12 Business Models & System Architecture Business Use Cases Business Workers Application Subsystems Business Specific Business Entities Middleware System Software 23 Sources of System Requirements Existing legacy systems Analysis of Business Models Standards Business Models Application Subsystems Business Specific Middleware System Software Architecture issues Innovation Business drivers 24 12

13 Establish Relationships Business Needs drive Product Features that drive Software Requirements that developers Design and Code and testers Test Online ordering Shopping cart Submit order UC OrderForm, OrderValidatorEJB,... InvalidAddress, BankSystemDown, etc... Traceability links related artifacts 25 Agenda Characteristics of e-business Development Business Modeling with RUP and UML Rational Tools for e-business Development 26 13

14 The IBM Software Development Platform A complete, open, modular, and proven solution Analyst Model, simulate, assemble, and monitor processes Architect Visually model applications and data Developer Rapidly construct, transform, integrate and generate code Tester Design, create, and execute tests Deployment Manager Provision, configure, tune and troubleshoot applications Project Manager Follow a common process Manage and measure projects and portfolios Manage requirements Manage change and assets Manage quality Executive Align investments with business objectives Analyze and monitor project portfolios 27 The IBM Software Development Platform A complete, open, modular, and proven solution Analyst WebSphere Business Integration Modeler & Monitor Rational Software Modeler Architect Rational Software Architect Developer Rational Application Developer Rational Web Developer Tester Rational Functional & Manual Tester Rational Performance Tester Deployment Manager Tivoli Configuration Manager Tivoli Monitoring Customer Extensions 3rd Party ISV Tools Project Manager Executive Rational Team Unifying Platform Rational Portfolio Manager 28 14

15 The business-driven development lifecycle Prioritize Plan Manage Measure Business Executive Model the Business End User Define Requirements Operations Manager Application Support Operations Optimize Manage Deployment Manager Optimize Project Manager Manage change & assets Deploy Govern Test Analyze & Design Implement Iterate Tester Analyst Architect Developer Development 29 Step one: Model the business Document business processes and user interactions Analyst models as is business process and explores alternative to be business processes Analyst models as is and to be user interactions through use cases IBM WebSphere Business Integration Modeler IBM Rational Software Architect 30 15

16 Step two: Define business requirements Analyst defines business requirements and refines them into software requirements and use cases IBM Rational RequisitePro 31 Step three: Analyze and design application Minimize risks by understanding architectural dependencies Architect imports business processes and refines application design, based on best practices, and existing assets Architect models operational model IBM Rational Software Architect 32 16

17 Step four: Implement application Build higher quality applications in less time Developer implements application leveraging highly productive J2EE capabilities (JSF, SDO) Developer leverages code analysis & unit testing to fix functional, performance, and security problems at the component level IBM Rational Application Developer 33 Step five: Test application Validate functional requirements Deployment Manager leverages operational model to provision the test lab Tester performs automated and manual functional testing based on use cases derived from business requirements IBM Rational Functional Tester IBM Rational Manual Tester 34 17

18 Step six: Deploy Plan capacity and ensure compliance with Service Level Agreements Tester evaluates the scalability of the new application based on Service Level Agreements captured in business model Deployment team builds capacity plans based on performance tests IBM WebSphere Studio Application Monitor IBM Rational Performance Tester 35 Step seven: Manage Monitor service levels with a centralized view into your network, systems, middleware, and application performance Operations Manager monitors application performance and is automatically notified of problems, enabling fast triage to the right stakeholders (application, DB, network, etc.) IBM Tivoli Enterprise Console IBM Tivoli Monitoring for Transaction Performance 36 18

19 Step eight: Optimize Verify delivery of expected benefits; fine-tune business processes and iteratively improve business performance Analyst compares projected to actual improvement in business performance, and fine-tunes business process to optimize results IBM WebSphere Business Integration Monitor 37 Throughout: Prioritize, plan, and manage Align priorities, projects and people For executives Visualize and balance portfolios Make objective save/kill decisions Move smoothly from initiatives to measurable programs and projects For project and program managers Quickly ramp projects with reusable processes based on best practices Balance workload and manage demand Manage skills inventory and usage Actively manage risks and issues For team members Communicate, coordinate and collaborate globally Scope Management Proposal Management Portfolio Management Resource Management Project Management Work Management Time & Expense Tracking Exception Management Service Request Management Issues Management Rational Portfolio Manager IBM Rational Portfolio Manager 38 19