- Taschenbuch: 392 Seiten
- Verlag: Dorset House Publishing Co Inc.,U.S. (Dezember 1999)
- Sprache: Englisch
- ISBN-10: 0932633404
- ISBN-13: 978-0932633408
- Größe und/oder Gewicht: 23,1 x 18,8 x 2,5 cm
- Durchschnittliche Kundenbewertung: 4.0 von 5 Sternen Alle Rezensionen anzeigen (1 Kundenrezension)
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Amazon Bestseller-Rang:
Nr. 61.536 in Englische Bücher (Siehe Top 100 in Englische Bücher)
- Nr. 82 in Englische Bücher > Business, Karriere & Geld > Industriezweige & Berufe > MIS
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Produktbeschreibungen
Synopsis
Offers a theory for software development management that suggests an adaptive culture in which change and uncertainty are assumed to be the natural state, as opposed to the conventional belief that optimization is the only solution to increasingly complex problems. The approach combines customer focus groups, versioning, time-boxed management, and
Der Verlag über das Buch
How to Manage High-Speed, High-Change Projects
ABOUT THE BOOK
ABOUT THE BOOK
To survive in today’s turbulent e-business world, software project teams must exhibit adaptability, speed, and collaboration. Adaptive Software Development is targeted at software teams where competition creates extreme pressure on the delivery process. Four goals of the book are
* to support an adaptive culture in which change and uncertainty are assumed to be the natural state
* to guide the iterative process of managing change using frameworks
* to institute collaboration, the interaction of people on interpersonal, cultural, and structural levels
* to add rigor and discipline to the RAD approach, making it scalable to the uncertainty and complexity of real-world undertakings
This innovative text, grounded in the science of complex adaptive systems theory, offers a practical, realistic approach to managing the high-speed, high-change projects characteristic of our highly uncertain economy.
ABOUT THE AUTHOR
JAMES A. HIGHSMITH III began his career working on software for the Apollo spacecraft program. He has written dozens of articles for industry publication, and he serves as editor of e-business Application Delivery. A principal of Information Architects, Inc., based in Salt Lake City, Highsmith teaches and consults on software quality process improvement, project management, and accelerated development techniques. Married and the father of two grown daughters, he is an avid mountain climber and Dawdling, McLuhan, and Thin Air
REVIEWS
“Jim . . . decided Managers do not simply plant a light at the end of a narrow tunnel, and then drive work effort down that tunnel to reach the light. . . . Rather, development teams need to seek a light that emerges along a discovered path, incrementally illuminating sign posts. . . . Adaptive Software Development gives us . . . the vocabulary we need to discuss the truth, and still create results. Bravo!”
-- Adele Goldberg, Founder and CEO of Neometron
“A great introduction to applying complexity theory to the software development process. . . . for every project manager that wants to know how the next generation of systems will be built.”
-- James Odell, Consultant and Coauthor of Object-Oriented Methods
“Jim Highsmith . . . writes for those of us who have to develop real software in a competitive, constrained, high-change environment.
“There can be no canned answers to the problems of modern, rapid software development. Adaptive Software Development heralds an emerging discipline of inventing and adapting strategies to fit each situation. This discipline requires that we study the dynamics of software projects and software people, not merely their practices or documents.”
-- James A. Bach, Principal Consultant, Satisfice, Inc.
“. . . contains many examples and analogies that I can use in helping clients be more effective in using teamwork and group learning on software development projects. . . .”
-- Cheryl Allen, KSI, Inc.
“Well done! . . . a plethora of provocative ideas.”
-- Robert N. Charette, ITABHI Corporation
“. . . successfully rebuts software development traditionalists with results over process. . . . a must read for the thinking developer.”
-- Rob Arnold, former CEO of ST Labs, Inc.
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4 von 4 Kunden fanden die folgende Rezension hilfreich
Format:Taschenbuch
There are many areas of human endeavor that can be used as an analogy for software development. In this book, the author uses mountain climbing to illustrate his points about teamwork, planning and adaptation to rapidly changing conditions. The points are well-taken, although he does stretch it a bit. If the team doesn't function well or a judgment error is committed while climbing, there is the real and immediate threat of injury or death. Similar problems in software development lead to much gentler consequences that are sometimes years in the future. One does not easily change teams in the middle of a climb and developers often have several golden ropes to clutch if it is necessary to leave. Nevertheless, the comparison is largely a good one.
The most significant point is about how software development must be a process of aggressive, rapid adaptation to changing conditions. Among all the things that we do, software construction changes faster than anything else. The solution is to perform the delicate act of balancing on the head of a pin. On one side, there is the necessity of setting down standards of rigor that will keep the process within acceptable boundaries. However, the addition of too much rigor and the mortis sets in, making it too difficult to change the product when the inevitable modifications are needed. Many such strategies for how to maintain this minuscule middle are set forward. There are many points of sound advice in this book, several of which lead to the following simple adage. "Rules can be barriers to hide behind or guidelines for the wise to consider and break when the circumstances justify it." Effectively executing the latter is the not so secret plan for success in the current IT world of dynamic competition.
I respectfully disagree with the author on one point. He argues that the day of the lone "coding cowboy", where one programmer builds a killer app, is over. While the lone programmer may be a thing of the past, the small team is not, and some small teams of two or three can work wonders. The second point of my disagreement are due to the increasing use of components and rapid development tools. Given the library of tools that can be used, it is now possible for one person to put several distinct items together in a unique way and build a complete system. Furthermore, it may be possible for a lone programmer to build the next little "big thing" component that could revolutionize how we do some things.
Despite my occasional disagreements with the points made, reading this book made me think a little harder about some aspects of the software development process. The authors' metaphors of biological adaptation and mountain climbing have many equivalencies in software development that should be seriously considered.
The most significant point is about how software development must be a process of aggressive, rapid adaptation to changing conditions. Among all the things that we do, software construction changes faster than anything else. The solution is to perform the delicate act of balancing on the head of a pin. On one side, there is the necessity of setting down standards of rigor that will keep the process within acceptable boundaries. However, the addition of too much rigor and the mortis sets in, making it too difficult to change the product when the inevitable modifications are needed. Many such strategies for how to maintain this minuscule middle are set forward. There are many points of sound advice in this book, several of which lead to the following simple adage. "Rules can be barriers to hide behind or guidelines for the wise to consider and break when the circumstances justify it." Effectively executing the latter is the not so secret plan for success in the current IT world of dynamic competition.
I respectfully disagree with the author on one point. He argues that the day of the lone "coding cowboy", where one programmer builds a killer app, is over. While the lone programmer may be a thing of the past, the small team is not, and some small teams of two or three can work wonders. The second point of my disagreement are due to the increasing use of components and rapid development tools. Given the library of tools that can be used, it is now possible for one person to put several distinct items together in a unique way and build a complete system. Furthermore, it may be possible for a lone programmer to build the next little "big thing" component that could revolutionize how we do some things.
Despite my occasional disagreements with the points made, reading this book made me think a little harder about some aspects of the software development process. The authors' metaphors of biological adaptation and mountain climbing have many equivalencies in software development that should be seriously considered.
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8 Rezensionen
52 von 54 Kunden fanden die folgende Rezension hilfreich
Sensible software process
15. Februar 2000
Format:Taschenbuch
I have worked at a Fortune 100 company for > 15 years as a software engineer, software manager, and consultant on improving software projects. During that time, I've read many texts on software engineering and software management. This book, more than any other I've read, best captures my philosophy of software management, except for the rants against software process and the SEI which I think are a little much at times. Really, what the author advocates (at least in my reading of this book) is a sensible balance -- not too much process nor too little. This book, along with Rapid Development, are my two favorite "handbooks" for software managers. If you're looking for a quick recipe that doesn't require thought and is guaranteed to be successful, you won't find it here. However, I'd argue that you won't find it anywhere. What you will find is a guide to developing your own "common sense" on software management.
49 von 53 Kunden fanden die folgende Rezension hilfreich
Mountain climbing as an analogy for software development
13. März 2000
Format:Taschenbuch
There are many areas of human endeavor that can be used as an analogy for software development. In this book, the author uses mountain climbing to illustrate his points about teamwork, planning and adaptation to rapidly changing conditions. The points are well-taken, although he does stretch it a bit. If the team doesn't function well or a judgment error is committed while climbing, there is the real and immediate threat of injury or death. Similar problems in software development lead to much gentler consequences that are sometimes years in the future. One does not easily change teams in the middle of a climb and developers often have several golden ropes to clutch if it is necessary to leave. Nevertheless, the comparison is largely a good one.
The most significant point is about how software development must be a process of aggressive, rapid adaptation to changing conditions. Among all the things that we do, software construction changes faster than anything else. The solution is to perform the delicate act of balancing on the head of a pin. On one side, there is the necessity of setting down standards of rigor that will keep the process within acceptable boundaries. However, the addition of too much rigor and the mortis sets in, making it too difficult to change the product when the inevitable modifications are needed. Many such strategies for how to maintain this minuscule middle are set forward. There are many points of sound advice in this book, several of which lead to the following simple adage. "Rules can be barriers to hide behind or guidelines for the wise to consider and break when the circumstances justify it." Effectively executing the latter is the not so secret plan for success in the current IT world of dynamic competition.
I respectfully disagree with the author on one point. He argues that the day of the lone "coding cowboy", where one programmer builds a killer app, is over. While the lone programmer may be a thing of the past, the small team is not, and some small teams of two or three can work wonders. The second point of my disagreement are due to the increasing use of components and rapid development tools. Given the library of tools that can be used, it is now possible for one person to put several distinct items together in a unique way and build a complete system. Furthermore, it may be possible for a lone programmer to build the next little "big thing" component that could revolutionize how we do some things.
Despite my occasional disagreements with the points made, reading this book made me think a little harder about some aspects of the software development process. The authors' metaphors of biological adaptation and mountain climbing have many equivalencies in software development that should be seriously considered.
The most significant point is about how software development must be a process of aggressive, rapid adaptation to changing conditions. Among all the things that we do, software construction changes faster than anything else. The solution is to perform the delicate act of balancing on the head of a pin. On one side, there is the necessity of setting down standards of rigor that will keep the process within acceptable boundaries. However, the addition of too much rigor and the mortis sets in, making it too difficult to change the product when the inevitable modifications are needed. Many such strategies for how to maintain this minuscule middle are set forward. There are many points of sound advice in this book, several of which lead to the following simple adage. "Rules can be barriers to hide behind or guidelines for the wise to consider and break when the circumstances justify it." Effectively executing the latter is the not so secret plan for success in the current IT world of dynamic competition.
I respectfully disagree with the author on one point. He argues that the day of the lone "coding cowboy", where one programmer builds a killer app, is over. While the lone programmer may be a thing of the past, the small team is not, and some small teams of two or three can work wonders. The second point of my disagreement are due to the increasing use of components and rapid development tools. Given the library of tools that can be used, it is now possible for one person to put several distinct items together in a unique way and build a complete system. Furthermore, it may be possible for a lone programmer to build the next little "big thing" component that could revolutionize how we do some things.
Despite my occasional disagreements with the points made, reading this book made me think a little harder about some aspects of the software development process. The authors' metaphors of biological adaptation and mountain climbing have many equivalencies in software development that should be seriously considered.
9 von 9 Kunden fanden die folgende Rezension hilfreich
Solid theory behind the Agile movement
6. Februar 2002
Format:Taschenbuch
Highsmith postulates: "If the core of our belief system about managing organizations is rooted in the old science of deterministic Newtonian physics and survival-of-the-fittest Darwinian biology, then only a new science such as complex adaptive systems with an equally powerful philosophy and scientific foundation provides the credibility necessary for a major management cultural evolution."
He then persuasively uses the science and language of complex adaptive system theory to provide new conceptual models to guide complex software development projects. His presentation is refreshingly well thought out, synthesizing much of the best ideas in science and business management in the past decade to software development.
Highsmith succeeds is providing a theoretical basis for the Agile methodologies that are sprouting up everywhere (XP being the best known).
If you are looking for specific best practices of software development, look elsewhere. But if you want to understand the true nature of software development as well as principles in harnessing change as a competitive advantage, you will not find a better book. I couldn't recommend it any more strongly.
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