Economics of Iterative Software Development, The
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Economics of Iterative Software Development, The: Steering Toward Better Business Results (Adobe Reader)

Economics of Iterative Software Development, The: Steering Toward Better Business Results (Adobe Reader)


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About the Book

Table of Contents:
Preface xiii About the Authors xvii   Part I: The Software-Driven Economy 1   Chapter 1: The Challenge of Software Project Management 3 The High Stakes in Software Development 4 Institutional Focus 5 Traditional Software ProjectManagement 7 Problems with theWaterfall Approach 8 Summary 11   Chapter 2: Achieving Results: The Case for Software Economics 13 Iterative Development 15 Benefits of the Results-Based Approach 16 TheMark of Success 18 Summary 19   Part II: Improving Software Development Economics 21   Chapter 3: Trends in Software Economics 23 A SimplifiedModel of Software Economics 24 Software Engineering: A 40-Year History 26 Keys to Improvement: A Balanced Approach 28 Summary 30   Chapter 4: Reducing Software Project Size or Complexity 33 Managing Scope 33 Reducing the Size of Human-Generated Code 35 Improving Reuse Using Service-Oriented Architectures 36 Summary 36   Chapter 5: Improving the Development Process 39 Project Processes 39 Using an Iterative Process 40 Attacking Significant Risks Early 43 Improve Practices Incrementally to Meet Goals 46 Summary 48   Chapter 6: Improving Team Proficiency 51 Enhancing Individual Performance 52 Improving Project Teamwork 52 Advancing Organizational Capability 55 Summary 57   Chapter 7: Improving Automation Through Integrated Tools 59 Improving Human Productivity 60 Eliminating Error Sources 61 Enabling Process Improvements 62 Summary 63   Chapter 8: Accelerating Culture Change Through Common Sense 65 Profiles of Successful Organizations 65 Keys to Success 67 Recommendation: Select the Right Project, the Right People, and the Right Goals 73 Summary 73   Part III: Practical Measurement for Software Engineering 77   Chapter 9: A Practical View of Software Development Metrics 79 Measurements and Goals 80 Variability and Goals 80 Measurement and Iterative Development 81 WhenMeasurement GoesWrong 83 What’sWrong with Detailed Up-front Planning? 85 DecidingWhat toMeasure, Phase by Phase 86 Summary 87   Chapter 10: What to Measure in the Inception Phase 89 Assessing Financial Viability 90 Assessing Technical Viability and Estimating Overall Project Cost 91 Iteration in the Inception Phase 93 OtherMeasures 94 Summary 96   Chapter 11: What to Measure in the Elaboration and Construction Phases 99 Measurement in the Elaboration Phase 99 Measuring Risk Reduction 102 Measuring Progress 104 Measurement in the Construction Phase 106 Measuring the Project Backlog 107 Measuring Test Coverage 107 Measuring Build Stability 108 Expected Progress Trends in the Construction Phase 109 Summary 110   Chapter 12: What to Measure in the Transition Phase 113 Measurement in the Transition Phase 114 Concluding the Transition Phase 118 Summary 119   Chapter 13: Measuring Projects Embedded in Programs 123 Organizing Projects into Programs 124 Measuring Program Stages 127 Summary 127   Appendix: Getting Started with Iterative Project Management 129 Embarking on Your First Iterative Project 130 Adopting an Iterative Approach Iteratively 144 Conclusion 154   Suggested Reading 157 Index 161

About the Author :
Walker Royce is the vice president of IBM’s Worldwide Rational Lab Services. He has managed large software engineering projects, consulted with a broad spectrum of IBM's worldwide customer base, and developed a software management approach that exploits an iterative life cycle, industry best practices, and architecture-first priorities. He is the author of Software Project Management: A Unified Framework (Addison-Wesley, 1998) and a principal contributor to the management philosophy inherent in Rational’s Unified Process. He received his BA in physics from the University of California, and his MS in computer information and control engineering from the University of Michigan.   Kurt Bittner is chief technical officer for the Americas at Ivar Jacobson Consulting. He has worked in the software industry for more than 26 years in a variety of roles, including developer, team leader, architect, project manager, and business leader. He has led agile projects, run a large division of a software development company, survived and thrived in several start-ups, and worked with clients in a variety of industries including insurance, banking, and energy. He is the co-author of two books with Ian Spence, Use Case Modeling (Addison-Wesley, 2003) and Managing Iterative Software Development Projects (Addison-Wesley, 2007), as well as many articles, especially in the areas of improving requirements and software development management practices.   Mike Perrow is a writer and editor for the Rational organization within the IBM Software Group. He is the founding editor of The Rational Edge online magazine. In that role, he has worked closely with Rational methodologists and thought leaders, including Walker Royce, Kurt Bittner, and many others, to explain the concepts of iterative software development that underlie the Rational Unified Process and related toolset. He began his career as a technical writer on mainframe systems while teaching technical writing at Old Dominion University. Since then, he has taught periodically and served as an evangelist and marketer for Imagination Systems, Powersoft, and Sybase, Inc. In his parallel life as a creative writer, he has published poems in leading literary journals, including The Southern Review, Shenandoah, and Boston Review.


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Product Details
  • ISBN-13: 9780321637666
  • Publisher: Addison-Wesley Professional
  • Publisher Imprint: Addison-Wesley Professional
  • Language: English
  • Sub Title: Steering Toward Better Business Results (Adobe Reader)
  • ISBN-10: 0321637666
  • Publisher Date: 27 Apr 2021
  • Binding: Digital download
  • No of Pages: 192


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