- Rapid Development: Taming Wild Software Schedules
- Preface
- I. EFFICIENT DEVELOPMENT
- 1. Welcome to Rapid Development
- 2. Rapid-Development Strategy
- 3. Classic Mistakes
- 4. Software-Development Fundamentals
- 5. Risk Management
- II. RAPID DEVELOPMENT
- 6. Core Issues in Rapid Development
- 7. Lifecycle Planning
- 8. Estimation
- The Software-Estimation Story
- Estimation-Process Overview
- Size Estimation
- Effort Estimation
- Schedule Estimation
- Estimate Refinement
- Further Reading
- 9. Scheduling
- 10. Customer-Oriented Development
- 11. Motivation
- 12. Teamwork
- Software Uses of Teamwork
- Teamwork's Importance to Rapid Development
- Creating a High-Performance Team
- Shared, Elevating Vision or Goal
- Sense of Team Identity
- Results-Driven Structure
- Competent Team Members
- Commitment to the Team
- Mutual Trust
- Interdependence Among Members
- Effective Communication
- Sense of Autonomy
- Sense of Empowerment
- Small Team Size
- High Level of Enjoyment
- How to Manage a High-Performance Team
- Why Teams Fail
- Long-Term Teambuilding
- Summary of Teamwork Guidelines
- Further Reading
- 13. Team Structure
- 14. Feature-Set Control
- 15. Productivity Tools
- 16. Project Recovery
- III. BEST PRACTICES
- Introduction to Best Practices
- 17. Change Board
- 18. Daily Build and Smoke Test
- Using the Daily Build and Smoke Test
- Managing the Risks of the Daily Build and Smoke Test
- Side Effects of the Daily Build and Smoke Test
- The Daily Build and Smoke Test's Interactions with Other Practices
- The Bottom Line on the Daily Build and Smoke Test
- Keys to Success in Using the Daily Build and Smoke Test
- Further Reading
- 19. Designing for Change
- 20. Evolutionary Delivery
- 21. Evolutionary Prototyping
- 22. Goal Setting
- 23. Inspections
- 24. Joint Application Development (JAD)
- 25. Lifecycle Model Selection
- 26. Measurement
- 27. Miniature Milestones
- 28. Outsourcing
- 29. Principled Negotiation
- 30. Productivity Environments
- 31. Rapid-Development Languages (RDLs)
- 32. Requirements Scrubbing
- 33. Reuse
- 34. Signing Up
- 35. Spiral Lifecycle Model
- 36. Staged Delivery
- 37. Theory-W Management
- 38. Throwaway Prototyping
- 39. Timebox Development
- 40. Tools Group
- 41. Top-10 Risks List
- 42. User-Interface Prototyping
- Using User-Interface Prototyping
- Managing the Risks of User-Interface Prototyping
- Side Effects of User-Interface Prototyping
- User-Interface Prototyping's Interactions with Other Practices
- The Bottom Line on User-Interface Prototyping
- Keys to Success in Using User-Interface Prototyping
- Further Reading
- 43. Voluntary Overtime
- A. Bibliography
- Index
A Change Board is an approach to controlling changes to a software product. It works by bringing together representatives from each concerned party—for example, development, QA, user documentation, customer support, marketing, and management—and giving them ultimate authority for accepting or rejecting proposed changes. It produces its rapid-development benefit by raising the visibility of feature creep and reducing the number of uncontrolled changes to the product. Change Boards can be used in virtually any kind of environment—business, shrink-wrap, or systems.
Efficacy
Potential reduction from nominal schedule: | Fair |
Improvement in progress visibility: | Fair |
Effect on schedule risk: | Decreased Risk |
Chance of first-time success: | Very Good |
Chance of long-term success: | Excellent |
Major Risks
Approving too few or too many changes
Major Interactions and Trade-Offs
Can be combined freely with other practices
For more on change boards, see Change board in Mid-Project: Feature-Creep Control.
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