软件体系结构(影印版)（高等教育出版社)
软件体系结构(影印版)
作者：Dikel
出版社：高等教育出版社出版时间：2002-10-01
开本：16
页数：281
软件体系结构(影印版) 版权信息
- ISBN：7040114054
- 条形码：9787040114058 ; 978-7-04-011405-8
- 装帧：暂无
- 版次：影印版
- 册数：暂无
- 重量：暂无
- 印刷次数：暂无
软件体系结构(影印版) 内容简介
本书着重阐述软件体系结构和组织机构之间的关系，书中内容基于长达数年的对一些著名大型软件开发机构的研究，并介绍产品线和所实现的中、小型和大型组织的体系结构。研究成果产生了包括五种影响软件体系结构成败的组织原则的VRAPS模型：视觉效果，节奏，预见性，合作性和简化性。本书由综述引申到案例研究，说明按照VRAPS原则，企业如何从小规模启动成长为构建因特网应用工具的领先企业，并提供一定的尺度帮助读者衡量自身机构运用此原则的深度。书末章节提供如何使用模型的现实世界描述，配有九个特殊样板、工具和指导，描述模式如何用于一种商业标准，使读者能利用它来评估自身组织机构并使之与其他机构相比较。本书适用于计算机科学中的软件工程等课程。
软件体系结构(影印版) 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
B Antipattern and Pattern Summaries
References
Index