软件体系结构(影印版)

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出版社:(影印版) (2002年1月1日)
出版日期:2002-10
ISBN:9787040114058
作者:Dikel
页数:281页

书籍目录

PrefaceAcknowledgmentsCredits1 What You Can't See Could Help You  What This Book is About  Software Architecture's Growing Importance  For Some, the News They are Stakeholders Comes Too Late Prineiple Reveal the Hidden  Vision  Rhythm  Anticipation  Partnering  Simplification  Taking Action With Principles Organizational Principles at Work: The Architect's New Job  Rhythm  vision  Simplification and Anticipation  Partnering  Principles on the Web  Summary2 The VRAPS Reference Model: How the Pieces Fit Together Overview  Why Models are Important  The VRAPS Model Context Organizational Principles for Software Arehitecture  The Role of Principles  Vision  Rhythm  Anticipation  Partnering  Simplification  Principles Interact Conceptual Framework  Criteria  Patterns  Antipatterns Applying the VRAPS Model VRAPS Evolution Summary3 Projecting and Unifying Vision Overview Vision Definition  Mapping Value to Architectural Constraints  Congruence and Flexibility Vision Challenges  Limits of Archirect Influence  Executive and Architect Cooperation  Product Lines Increase the Challenges to Architects and Execudves  Recognizing Breakdown Shaping a Vision  Will the Real Architect Please Stand Up?  Vision and Leadership  No Respect Putting Vision Into Practice: Criteria, Antipatterns, and Patterns  Criterion 1: The architect's vision aligns with what his or her sponsors,  users, and end customers are frying to accomplish   ANTIGRAVITY MODULE   FRONT-END ALlGNMENT  Criterion 2: Practitioners frust and use the architecture   TRENn SURFER   GENERAUYE VISION  Criterion 3: Tacit Knowledge about architecture and components is visi-  ble and accessible to users   FOLLOWIMG ORDERS   ROTATION  Summary  Other Applicable Patterns and Antipatterns4 Rhythm: Assuring Beat, Process, and Movement Overview  Tempo  Content  Quality Rhythm Definition Motivation  Rhythm Aids Transition Management  Rhythm Drives Closure Putting Rhythm Into Praetice: Criteria, Antipatterns, and Patterns  Criterion 1 : Managers pedodically reevaluate, synchronize, and adapt the architecture  KILLER FEATURE  RELEASE COMMITTEE Criterion 21:Architecture users have a high level of confidence in the timing and content of architecture releases  SHORTUT  DROP PAss Criterion 3: Explicit activities are coordinated via rhythm  BROKEN LOADS  SYNCHRONIZE RELEASES Summary Other Applicable Patterns and Antipatterns5 Anticipation : Predieting, Validating, and Adapting Overview  Prediction  Validation  Adaptation Anticipation Definition Anticipation in Action  Pulling Architectures in Many Directions  The Architecture Customers and Their Customers  Aiming Too Far Info the Future  Aiming Too Close to the Present  Balancing rhe Needs of Today and the Future  Striking a Balance Putting Anticpation taka Practice: Criteria, Antipatterns, and Patterns  Criterion 1 : Architecture capability is regularly enhanced to respond to anticipated risks and requirements of architecture customers and their customers, market-driving standards and evolving technology, and changes in strategic business directions     MlSSING PIECE  PILOT Criterion 2: Technical and business risks and opporunities are evaluat-ed through a quick quick of revlew and development  BLEEDING EDGE  ARCHITECTURE REVIEW Criterion 3: Features, budgets, plans, or schedules are adapted when it is recognized that critical estimates or assumptions are incorrect  TUNNEL VISION  OUTSOURCE Summary Other Applieable Patterns and Antipatterns6 Partnering: Building Cooperative Organizations Overview  Cooperative Relationships Partnering Definition  Architecture Stakeholders  Clear, Cooperative Roles  Maximizing Value Industrial Roots  Contract Management  Networked Organizations  Value Chain  Trust Putting Partnering Into Practice: Criteria Antipatterns, and Patterns  Criterion 1 :The architect continually seeks to understand who the most criti-cal stakeholders are, how they contribute value, and what they want  PHONE DOESN'T RING  KNOW THY STAKEHOLDERS Criterionn 2: Clear compelling agreements exist between stakeholders  LIP-SYNCHING  RECIPROCITY  Criterion 3: Both policies and informal rules of social conduct enforce cooperation  PERSONAL TIME    No SURPRSES  PROMOTE THE NETWORK Summary Other Applicable Patterns and Antipatterns7 Simplification: Clarfying and Mi8 Principles at Work: The Allaire Case Study9 Case Study: Building and Implementing a BenchmarkA Quick Reference Table: Principles, Criteria,Antipatterns, and PatternsB Antipattern and Pattern SummariesReferencesIndex

内容概要

作者David M. Dikel是SRA国际公司专家组资深专家,David Kane是该公司技术小组主任,James R. Wilson是Cyberserv公司首席技术官。均从事软件开发和软件体系结构研究多年,有着丰富的经验。

作者简介

本书着重阐述软件体系结构和组织机构之间的关系,书中内容基于长达数年的对一些著名大型软件开发机构的研究,并介绍产品线和所实现的中、小型和大型组织的体系结构。研究成果产生了包括五种影响软件体系结构成败的组织原则的VRAPS模型:视觉效果,节奏,预见性,合作性和简化性。本书由综述引申到案例研究,说明按照VRAPS原则,企业如何从小规模启动成长为构建因特网应用工具的领先企业,并提供一定的尺度帮助读者衡量自身机构运用此原则的深度。书末章节提供如何使用模型的现实世界描述,配有九个特殊样板、工具和指导,描述模式如何用于一种商业标准,使读者能利用它来评估自身组织机构并使之与其他机构相比较。本书适用于计算机科学中的软件工程等课程。

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