軟件體系結(jié)構(gòu)(影印版)

內(nèi)容概要

本書著重闡述軟件體系結(jié)構(gòu)和組織機構(gòu)之間的關(guān)系，書中內(nèi)容基于長達數(shù)年的對一些著名大型軟件開發(fā)機構(gòu)的研究，并介紹產(chǎn)品線和所實現(xiàn)的中、小型和大型組織的體系結(jié)構(gòu)。研究成果產(chǎn)生了包括五種影響軟件體系結(jié)構(gòu)成敗的組織原則的VRAPS模型：視覺效果，節(jié)奏，預見性，合作性和簡化性。本書由綜述引申到案例研究，說明按照VRAPS原則，企業(yè)如何從小規(guī)模啟動成長為構(gòu)建因特網(wǎng)應(yīng)用工具的領(lǐng)先企業(yè)，并提供一定的尺度幫助讀者衡量自身機構(gòu)運用此原則的深度。書末章節(jié)提供如何使用模型的現(xiàn)實世界描述，配有九個特殊樣板、工具和指導，描述模式如何用于一種商業(yè)標準，使讀者能利用它來評估自身組織機構(gòu)并使之與其他機構(gòu)相比較。本書適用于計算機科學中的軟件工程等課程。

作者簡介

作者David M. Dikel是SRA國際公司專家組資深專家，David Kane是該公司技術(shù)小組主任，James R. Wilson是Cyberserv公司首席技術(shù)官。均從事軟件開發(fā)和軟件體系結(jié)構(gòu)研究多年，有著豐富的經(jīng)驗。

書籍目錄

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

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