p 2: Go and draw a plan of the racetrack.

Step 3: Go and buy really tight lycra shorts.

Step 4: Run really, really, really fast.

Step 5: Cross line first.

Unfortunately, the outcome of R

I've either been involved with or held a process-related role since 1994. It started in the government with TQM (Total Quality Management). Then before I left the government, I worked with ERWin and some process standard model -- I've forgotten its official name. We had pages and pages of flows that were not easy to follow.

In 1997, we worked with a fancy software application that was not user-friendly and spit out huge process maps. In 1998, I joined another company and the department had its own process for managing process additions, changes, and deletions. The organization got much bigger and then we dove into CMM.

I've written several articles on process.

I bring this up because Will pointed me to this, which led to my finding Katie's version of RUP:

Step 1: Write about running really fast.

Step 2: Go and draw a plan of the racetrack.

Step 3: Go and buy really tight lycra shorts.

Step 4: Run really, really, really fast.

Step 5: Cross line first.

Unfortunately, the outcome of RU

s standard model -- I've forgotten its official name. We had pages and pages of flows that were not easy to follow.

In 1997, we worked with a fancy software application that was not user-friendly and spit out huge process maps. In 1998, I joined another company and the department had its own process for managing process additions, changes, and deletions. The organization got much bigger and then we dove into CMM.

I've written several articles on process.

I bring this up because Will pointed me to this, which led to my finding Katie's version of RUP:

Step 1: Write about running really fast.

Step 2: Go and draw a plan of the racetrack.

Step 3: Go and buy really tight lycra shorts.

Step 4: Run really, really, really fast.

Step 5: Cross line first.

Unfortunately, the outcome of R

out huge process maps. In 1998, I joined another company and the department had its own process for managing process additions, changes, and deletions. The organization got much bigger and then we dove into CMM.

I've written several articles on process.

I bring this up because Will pointed me to this, which led to my finding Katie's version of RUP:

Step 1: Write about running really fast.

Step 2: Go and draw a plan of the racetrack.

Step 3: Go and buy really tight lycra shorts.

Step 4: Run really, really, really fast.

Step 5: Cross line first.

Unfortunately, the outcome of R

M.

I've written several articles on process.

I bring this up because Will pointed me to this, which led to my finding Katie's version of RUP:

Step 1: Write about running really fast.

Step 2: Go and draw a plan of the racetrack.

Step 3: Go and buy really tight lycra shorts.

Step 4: Run really, really, really fast.

Step 5: Cross line first.

Unfortunately, the outcome of R

p 2: Go and draw a plan of the racetrack.

Step 3: Go and buy really tight lycra shorts.

Step 4: Run really, really, really fast.

Step 5: Cross line first.

Unfortunately, the outcome of RUP is that you end up with extremely well documented TERRIBLE designs.

This blog has the best quote:

"Process won't help you if you suck. It will just make you suck more repeatably."

I believe process is important and necessary. Documenting everything doesn't help because no one studies the document. We're too busy with our own little world. It's the new employees who benefit most.

Anyway, templates are useful to ensure you consistently document with every project and remember all the components. If you can make it better, do it! There's always a better way of doing something. That's why we have CPI: Continuous process improvement. The hard part is finding an effective way to do things and documenting it.