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– Mentoring outsourced iterative development
ING required a new system for mortgage and pension lead distribution.
The realization of the software was to be outsourced and the agreed upon methodology was RUP®. The supplier was using a combination of near and off-shoring (India). Major challenges were the geographical distribution of the project team members and the level of experience with iterative development. When productivity turned out to be inadequate, Empulsys was asked to address some of the underlying problems. |
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- Improving project and programme management using the Rational Unified Process®.
Robeco Direct decided that a new software development approach was required that was scalable and applicable to a wide variety of projects. The Rational Unified Process® was selected in 2001 as the best fit for the company’s needs. An initial pilot project was initiated to gain experience with the RUP®, mentored by Empulsys. The successful completion of the project confirmed that the RUP fit Robeco Direct’s needs and it was decided to adopt the RUP as the standard methodology for all IT projects.
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- Organization-wide implementation of a customized process based on the Rational Unified Process® and Prince2.
In 2000, Ohra decided there was a need for a standardized project approach that stimulated synergy and collaboration between business and IT stakeholders. The new approach was to be based on industry standards so that skills and resources would be easy to find. The Rational Unified Process® and Prince2 were selected as the basis upon which the Ohra approach was to be defined. |
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- Iterative Requirements Engineering Implementation.
In 2005, Allume Technology Partners recognised the need to change from a traditional structured approach of software development to a more dynamic methodology. Based on the Rational Unified Process the new approach provides Allume with the ability to more effectively deal with the challenges and risks associated with the complex environment of Tax-Management Solutions. As a result it was determined that changes to the requirements-management practices were necessary to address an organisational skills gap, and the issues of communicating the complex subject matter that is Tax. |
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- Division wide implementation of the iterative approach.
In 2006 the demand organization of Achmea division Social Security decided to further professionalize it’s project execution capability. The initial focus was on the workflows for system design and system development. Earlier, Achmea had decided to use Prince2® and the RUP® as company standards. Another division already achieved good results by applying these standards. This was the reason for management of Social Security to test drive this new way of working in a pilot project. The original scope was enlarged to also include project management and automated testing. Product centered acting and thinking was to become an important theme. |
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- RUP Business Modeling Content Development.
Portions of the Rational Unified Process® needed to be updated to reflect recent industry developments and experiences. These changes were under consideration for future releases of the RUP. The RUP® product manager approached Empulsys early in 2002 with the proposition of working together with Rational to update one of the disciplines. |
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- Setting up departement responsible for software process and requirements engineering using the Rational Unified Process®.
In 2002 the CIP organization was set up to unify and optimize Information Management for the Dutch Police. In 2003 the Rational Unified Process® was selected to standardize software delivery. Prince2® became the accepted project management approach. Within CIP the FA departement (Dutch abbreviation for Functional Analysis) was made responsible for the software delivery process in general. More specifically their focus consisted of requirements engineering, interaction design and project estimation. Based on the separation of demand and supply the actual software development is the reponsibility of a sister organization called ISC. |
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