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。
【目录】
Preface
Acknowledgments
Credits
1 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
Summary
2 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
Summary
3 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 Antipatterns
4 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 Antipatterns
5 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 Antipatterns
6 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 Antipatterns
7 Simplification: Clarfying and Mi
8 Principles at Work: The Allaire Case Study
9 Case Study: Building and Implementing a Benchmark
A Quick Reference Table: Principles, Criteria,Antipatterns, and Patterns
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