By Steve McConnell
Company and advertisement software-development groups all wish ideas for one vital problemhow to get their high-pressure improvement schedules below keep an eye on. In fast improvement, writer Steve McConnell addresses that challenge head-on with total suggestions, particular most sensible practices, and priceless suggestions that aid lessen and keep an eye on improvement schedules and retain initiatives relocating. within, you’ll locate: A rapid-development technique that may be utilized to any venture and the easiest practices to make that process paintings Candid discussions of significant and not-so-great rapid-development practicesestimation, prototyping, pressured time beyond regulation, motivation, teamwork, rapid-development languages, threat administration, and lots of othersA record of vintage error to prevent for rapid-development initiatives, together with creeping necessities, shortchanged caliber, and silver-bullet syndromeCase reports that vividly illustrate what can get it wrong, what can pass correct, and the way to inform which course your undertaking is goingRAPID improvement is the real-world advisor to extra effective functions improvement.
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Extra resources for Rapid Development: Taming Wild Software Schedules
One of the specific practices that's focused on avoiding disaster is risk management. Developing rapidly isn't good enough if you get your feet knocked out from under you two weeks before you're scheduled to ship. Managing schedule-related risks is a necessary component of a rapiddevelopment program. 15 Chapter 2: Rapid-Development Strategy Resource targeting. Resources can be focused effectively and contribute to overall productivity, or they can be misdirected and used ineffectively. On a rapid-development project, it is even more important than usual that you get the maximum bang for your schedule buck.
Process Process, as it applies to software development, includes both management and technical methodologies. The effect that process has on a development schedule is easier to assess than the effect that people have, and a great deal of work is being done by the Software Engineering Institute and other organizations to document and publicize effective software processes. Process represents an area of high leverage in improving your development speed—almost as much as people. Ten years ago it might have been reasonable to debate the value of a focus on process, but, as with peopleware, today the pile of evidence in favor of paying attention to process has become overwhelming.
The approach makes specific product characteristics difficult to control. It causes long-term motivation problems. On commitment-based projects, developers start out enthusiastically and put in ever-increasing overtime as they begin to fully realize what it will take to meet their commitments. Eventually, long hours aren't enough, and they fail to meet their schedule commitments. Their morale fades as, one by one, they are forced to admit defeat. Once developers have put their hearts and souls into trying to meet their commitments and have failed, they become reluctant to make additional strong commitments.