Agile Software DevelopmentAddison-Wesley, 2002 - 278 páginas Written for developers and project managers, this book compares software development to a game. Team members play the game knowing that the ultimate goal is to win - always remembering what they have learned along the way, and always keeping in mind that they will never play the same way twice. Players must keep an open mind to different methodologies, and focus on the goal of developing quality software in a short cycle time. Based on a decade's work and research, and interviews with software project teams, this book presents sound advice for bringing difficult projects to successful conclusion with a minimum of stress. |
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Página 66
... FEEDBACK People benefit from clear and frequent feedback . In general , the quicker the feedback , the better the effect . SEYMOUR CRAY FIDDLES Seymour Cray , inventor of the world's fast- est computers for several decades , gave some ...
... FEEDBACK People benefit from clear and frequent feedback . In general , the quicker the feedback , the better the effect . SEYMOUR CRAY FIDDLES Seymour Cray , inventor of the world's fast- est computers for several decades , gave some ...
Página 167
... feedback from the extensive unit and acceptance tests . They get fairly rapid feedback on their process , about every few weeks , through the iteration cycles . XP uses human strength of communi- cation . Through pair work and rapid ...
... feedback from the extensive unit and acceptance tests . They get fairly rapid feedback on their process , about every few weeks , through the iteration cycles . XP uses human strength of communi- cation . Through pair work and rapid ...
Página 179
... feedback time from imagined to evaluated solution is as short as possible , often just minutes to a few hours . Such rapid feedback means that the development team gains a deeper under- standing of the needs and habits of the users and ...
... feedback time from imagined to evaluated solution is as short as possible , often just minutes to a few hours . Such rapid feedback means that the development team gains a deeper under- standing of the needs and habits of the users and ...
Conteúdo
THE PROBLEM WITH PARSING EXPERIENCE | 3 |
THREE LEVELS OF LISTENING | 14 |
So What Do I Do Tomorrow? | 19 |
Direitos autorais | |
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Adaptive Software Development Addison-Wesley agile methodology Agile Software Development apply artifacts behavior Cockburn cooperative game cost create Crystal Clear Crystal Orange culture deliver described diagrams discussion documentation effective example experience Extreme Programming feedback Figure game of invention goal grammers gramming Highsmith ideas increment information radiators interview iteration Jim Highsmith Kent Beck language-games look meeting ment meth method methodol methodology design Object-Oriented odology pair programming person Personal Software Process practice principle problem project manager project team question reflection workshop regression tests requirements role situation skills Smalltalk Smalltalk programmers software development someone sponsors story strategy structure successful sweet spot tacit knowledge team lead team members techniques testers tests Theory Building View things Thoughtworks tion understanding unit tests user interface user stories whiteboard write