Оглавление
Konstantin Berlinskii. Silver Bullets Toolkit
1. INTRODUCTION
2. THE REASONS WHY THIS BOOK WAS WRITTEN
3. ORIGINAL IDEA
4. GRATITUDE
5. SOFTWARE DEVELOPMENT METHODOLOGIES
5.1. RUP – Rational Unified Process
5.2. XP – Extreme Programming
5.3. SADT- Structured Analysis and Design Technique
5.4. MSF & MOF – Microsoft Solutions / Operations Framework
5.5. Iconix
6. GENERAL SOLUTIONS AREA
6.1. Lifecycle Stage —Management
6.1.1. Team Selection
6.1.2. Division of Responsibilities
6.1.3. Atmosphere within the Project
6.1.4. Career Growth
6.1.5. Labor Productivity
6.1.6. Communication
6.1.7. Planning
6.1.8. Process Organization
6.1.9. Developers Functions
6.1.10. Personnel Training
6.1.11. Drive for Targets
6.1.12. General Project Environment
6.1.13. Intensity of Work
6.1.14. Priority System
6.1.15. Documentation
6.2. Lifecycle Stage – Analysis
6.2.1. Presentation of Information
6.2.2. Strategy of Progress
6.2.3. Two Points of View
6.2.4. Glossary
6.2.5. Diagrams
6.2.6. CASE-Tools
6.2.7. Use Cases
6.2.8. Re-engineering of business processes
6.3. Lifecycle Stage —Design
6.3.1. Object design
6.3.2. Design Patterns
6.3.3. Component Development
6.3.4. Conceptual Integrity
6.3.5. Distribution of Errors
6.3.6. “Wrong” Solutions
6.3.7. Invention of Wheel
6.3.8. Algorithm
6.3.9. Decomposition of System
6.3.10. OOP
6.4. Lifecycle Stage – Coding
6.4.1. Coding Standard
6.4.2. Collective Code Ownership
6.4.3. Pilot-project
6.4.4. Smart Instrument
6.4.5. Data structure
6.4.6. Test Projects
6.4.7. Pair Programming
6.4.8. Code Refactoring
6.4.9. Incremental Development
6.5. Lifecycle Stage —Testing
6.5.1. Continual Testing
6.5.2. Tests Automation
6.5.3. “Narrow” Tests
6.5.4. Data Set
6.5.5. Program Environment
6.5.6. Defect Tracking
6.5.7. Usability
7. CONCLUSION
8. BIBLIOGRAPHY
Отрывок из книги
“Well, – you will say after reading the headline of this book. – There is one more new profit appeared, one more impostor who tries to teach us how to live, how we should implement the software projects! We have already found the methodology that copes with all the problems. We adapted it for our needs and there is likely to be less problems.”
And you will be right… but not completely. In no way I consider myself some kind of a new Messiah who will finely tell everybody how to achieve a success.
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However, running the same methodology in different organizations and projects (frequently in development stages of the same project) shows for some reasons absolutely different results. Those things that perfectly work in particular cases and serve as motivation, in other cases, on the contrary, are obstacles.
What is the main reason, you could ask. I think that the project success depends on the following:
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