Getting a grip on the complexities of the development process requires a planning- and process model to be in place. For that, the common distinction is that between classic and agile process models.

Basics

Generally, a process model subdivides the development process into clearly assessable phases, limited both in terms of duration and content, and organizes the individual development steps. These steps are subsequently matched with methods and techniques. Throughout the entire development process, the goal is to bring related tasks and process models into a clear logical order. With its specifications, a process model serves as an organizational tool, which is later on adapted for a specific project through tailoring.

Classic process models

As “classic process models” we understand detailed approaches which provide the project members with precise working instructions. Classic process models differ from agile process models by being “static” and setting particularly specific guidelines as to when and how artifacts are to be created. The two best-known “classics” are probably the V-model XT, an agency-specific, process-oriented standard for planning and executing projects, e.g. system development, and RUP®. RUP® (Rational Unified Process) was developed by the company Rational and is a method-dependent process model that is closely connected to UML. First developed in 1997, the standard has since been continuously updated and improved.

RE in classic process models

Requirements Engineering (RE) is an integral part of every classic process model. Its goal is to define all requirements as completely as possible within the initial phase of a project. This is intended to provide the best-possible basis for all subsequent phases. Since this is difficult to achieve at times, revisions (Rücksprünge) are a constant possibility. Nevertheless, it remains an essential goal of the analysis phase. Consequently, the formulation of a set of high-quality requirements usually entails a great deal (Umfang) of elicitation, documentation and validation techniques of Requirements Engineering.

Implementation strategies

Whether you plan on implementing Requirements Engineering within a pre-existing process model or introducing an entirely new process model yourself, you will need an elaborate, comprehensive implementation strategy. This strategy must specify, among other things, the persons responsible to assist with and promote the change; the specific internal marketing plans; the techniques used to pass on new knowledge/methods to the employees; the ways in which the current implementation status is being supervised etc.; all the many small building blocks that need to be accounted for in order to successfully facilitate change within an organization. However, the most important thing is: an implementation project is not a sprint, but a marathon, which has to be endured!

Do you have any questions?

If you have any questions to the consulting and project work of SOPHIST, we are at your disposal: from the organization and preparation to implementation and follow-up. We will be happy to help you.

Your contact person:

vertrieb[at]sophist[dot]de

+49 (0)9 11 40 900 64

Your contact person:

vertrieb[at]sophist[dot]de

+49 (0)9 11 40 900 63

Your contact person:

vertrieb[at]sophist[dot]de

+49 (0)9 11 40 900 78

Your contact person:

vertrieb[at]sophist[dot]de

+49 (0)9 11 40 900 62

FROM OUR SOPHIST BLOG

(we feel sorry, but our BLOG posts are in German)

Sagen Sie jetzt nichts – Dirk Schüpferling

Wenn man über SOPHISTen spricht, die schon lange in der Firma sind, darf man den Namen Dirk Schüpferling nicht vergessen. Seit 2001 ist er nun schon bei uns, und somit seit diesem Jahr ein volljähriger SOPHIST. Egal ob klassisches RE …

Ist das Leben doch ein Ponyhof – Welche Hilfestellung geben Experten zur Resilienzentwicklung?

Im ersten Teil der Blogserie, haben wir uns damit befasst, wie psychologische Resilienz difiniert wird. Mit welchen persönlichen Eigenschaften eine psychologische Resilienz geteigert werden kann, soll nun Inhalt dieses Beitrags sein. Die American Psychological Association (APA) gibt auf ihrer Website …

Eisbären aus Italien in der Nähe von Hersbruck gesichtet? -Maremmano Abruzzese und was SOPHIST damit zu tun hat.

Ganze einfach: Ich habe mich in diese Hunderasse verguckt – diese speziellen „italienischen Herdenschutzhunde“ haben es mir besonders angetan. Und ich habe ein Hundeexemplar bei mir zu Hause sitzen, der ein Maremmano-Mix ist und aus dem sizilianischen Tierschutz stammt. Vom …

Videoserie zur Wissensvermittlung im RE – Teil 4

Im vierten Teil der Videoserie zu Wissensvermittlung im RE berichtet unser Berater Christof Schulz aus seiner agilen Praxis. Sie erfahren von ihm, was es mit den drei Amigos in seinem Projekt auf sich hatte und wie sie dazu beigetragen haben …

CRM – Wer / Wie / Was und Warum

Heute hören Sie mal nichts von RE, CPRE, SE, UML, E&C oder Mod sondern etwas über CRM. Wofür steht CRM? Laut Gablers Wirtschaftslexikon wird Customer-Relationship-Management (kurz CRM) sehr umfassend verstanden als strategischer Ansatz, der zur vollständigen Planung, Steuerung und Durchführung …

Copyright 2018

SOPHIST GmbH

Do you need more information?

Just give us a Call  and let us direct you to the right contact person?

Tel:      +49 (0)9 11 40 90 00

E-Mail: heureka[at]sophist[dot]de

Our office hours:                   Monday to Thursday:                              Friday:
                                              08:00 - 12:00 Uhr                                    08:00 - 12:00 Uhr
                                              13:00 - 18:00 Uhr                                    13:00 - 17:00 Uhr



Of course you are also welcome to reach various departments directly by e-mail:

All about Trainings:

training[at]sophist[dot]de

 



All about projects or consulting activities:

vertrieb[at]sophist[dot]de

 



All about our job offers and your career opportunities at SOPHIST:

DeineZukunft[at]sophist[dot]de


 

All about our events, marketing activities and publications:

marketing[at]sophist[dot]de


 

 

Legal disclaimer

Privacy Policy