- 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
The Tools Group practice sets up a group that's responsible for gathering intelligence about, evaluating, coordinating the use of, and disseminating new tools within an organization. A Tools Group allows for a reduced amount of trial and error and minimizes the number of development groups that will be handicapped by the use of inadequate software tools. Virtually any organization that has more than one software project running at a time can set up a Tools Group, though in some cases the "group" might consist of a single person working only part time.
Efficacy
Potential reduction from nominal schedule: | Good |
Improvement in progress visibility: | None |
Effect on schedule risk: | Decreased Risk |
Chance of first-time success: | Good |
Chance of long-term success: | Very Good |
Major Risks
Bureaucratic overcontrol of information about and deployment of new tools.
Major Interactions and Trade-Offs
The same basic structure can be used by software-reuse and software-engineering process groups.
For more on tools groups, see Tools group in Productivity-Tool Acquisition.
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