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软件体系结构：组织原则与模式 英文本
作者：David M. Dikel等著
出版社：高等教育出版社
出版时间：2002-10-01
ISBN：9787040114058
定价：¥26.00
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内容简介
暂缺《软件体系结构：组织原则与模式 英文本》简介
作者简介
作者DavidM.Dikel是SRA国际公司专家组资深专家，DavidKane是该公司技术小组主任，JamesR.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
Overview
But What is EssentiaI?
Simplification Definition
Conway 's Law
Clariftcation
Minimization
Putting Simpliffication Into Pradice: Criteria Antipatterns, and Patterns
Criferion 1: Developers continue to use the architecture over time,
reducing cost and complexity
CLONING
SLOW DOWN TO SPEED UP
Criterion 2: The architecture group clearly understands the essential
minimal requirements and builds them into core elements
BANYAN
ROOT BOUND
VENUS FLY TRAP
MlGRATION PATH
Criterion 3: Long-term budget and action ensure that elements are
removed from the core when 1 they)I are not shared or add unnecessary
complexity, and 2) there is a clear business case
LOAN SHARK
WHIRLPOOL POOL WATCH
Summary
Other Appliceable Patterns and Antipatterns
8 Principles at Work: The Allaire Case Study
Introduction
Why Allaire ?
Five Organizational Principles
What was Our Approach?
About the Results
Vision-Making a Good Vision Real
Definition and Description
Practices to Project Architecture Vision and Keep It Alive
Waraning Signs Identified by Allaire Staff
Rhythm-The Beat Goes On
Deinition and Description
Practices That Help an Architecture Organization Stay in Sync
Warning Signs Identified by Allaire Staff
Anticipation-Predict Validate and Adapt
Definition and Description
Practices to Maintain an Architecfure 's "Friction With the Future "
Warning Signs Identified by Allaire Staff
Partnering-Lifelines
Definition and Description
Practices That Support Partnering
Warning Signs Identified by Allaire Staff
Simplication-Finding the Essential
Definition and Description
Practices That Support Simplification
Warning Signs Identified by Allaire Staff
Summary
9 Case Study: Building and Implementing a Benchmark
Using VRAPS
Overview
Benchmarking Provided a Framework
Survey Template
Organization Background and Context Template
Architecture Overview and Return on Investment Template
Principle Template
Practice Template
How We Conducted the Benchmark
Getting to a Workable Vision
Conducting the Interviews
Benchmark Results and Lessons Learned
Principles Resonated
Principle Relationships
Lessons Leamed
Summary
A Quick Reference Table: Principles, Criteria,Antipatterns, and Patterns
B Antipattern and Pattern Summaries
References
Index
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
Overview
But What is EssentiaI?
Simplification Definition
Conway 's Law
Clariftcation
Minimization
Putting Simpliffication Into Pradice: Criteria Antipatterns, and Patterns
Criferion 1: Developers continue to use the architecture over time,
reducing cost and complexity
CLONING
SLOW DOWN TO SPEED UP
Criterion 2: The architecture group clearly understands the essential
minimal requirements and builds them into core elements
BANYAN
ROOT BOUND
VENUS FLY TRAP
MlGRATION PATH
Criterion 3: Long-term budget and action ensure that elements are
removed from the core when 1 they)I are not shared or add unnecessary
complexity, and 2) there is a clear business case
LOAN SHARK
WHIRLPOOL POOL WATCH
Summary
Other Appliceable Patterns and Antipatterns
8 Principles at Work: The Allaire Case Study
Introduction
Why Allaire ?
Five Organizational Principles
What was Our Approach?
About the Results
Vision-Making a Good Vision Real
Definition and Description
Practices to Project Architecture Vision and Keep It Alive
Waraning Signs Identified by Allaire Staff
Rhythm-The Beat Goes On
Deinition and Description
Practices That Help an Architecture Organization Stay in Sync
Warning Signs Identified by Allaire Staff
Anticipation-Predict Validate and Adapt
Definition and Description
Practices to Maintain an Architecfure 's "Friction With the Future "
Warning Signs Identified by Allaire Staff
Partnering-Lifelines
Definition and Description
Practices That Support Partnering
Warning Signs Identified by Allaire Staff
Simplication-Finding the Essential
Definition and Description
Practices That Support Simplification
Warning Signs Identified by Allaire Staff
Summary
9 Case Study: Building and Implementing a Benchmark
Using VRAPS
Overview
Benchmarking Provided a Framework
Survey Template
Organization Background and Context Template
Architecture Overview and Return on Investment Template
Principle Template
Practice Template
How We Conducted the Benchmark
Getting to a Workable Vision
Conducting the Interviews
Benchmark Results and Lessons Learned
Principles Resonated
Principle Relationships
Lessons Leamed
Summary
A Quick Reference Table: Principles, Criteria,Antipatterns, and Patterns
B Antipattern and Pattern Summaries
References
Index
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