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|a QA76.76.D47
|b B635 2003
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|a UAMI
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|a Boehm, Barry W.,
|e author.
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1 |
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|a Balancing agility and discipline :
|b a guide for the perplexed /
|c Barry Boehm, Richard Turner.
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|a Boston :
|b Addison-Wesley,
|c [2004]
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|c Ã2004
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|a 1 online resource
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|a text
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|a online resource
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|a Includes bibliographical references and index.
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|a Print version record.
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|a Cover -- Contents -- Foreword -- Foreword -- Foreword -- Preface -- Why We Wrote This Book -- Who Should Read This Book -- How to Read This Book -- Acknowledgments -- Prelude -- Chapter 1 Discipline, Agility, and Perplexity -- The Sources of Perplexity -- Multiple Definitions -- Distinguishing Method Use from Method Misuse -- Overgeneralization Based on the Most Visible Instances -- Claims of Universality -- Early Success Stories -- Purist Interpretations -- Clarifying Perplexity -- The Two Approaches -- Plan-Driven Methods -- Agile Methods -- Finding Middle Ground -- Chapter 2 Contrasts and Home Grounds -- Application Characteristics -- Primary Goals -- Size -- Environment -- Management Characteristics -- Customer Relations -- Planning and Control -- Project Communication -- Technical Characteristics -- Requirements -- Development -- Testing -- Personnel Characteristics -- Customers -- Developers -- Culture -- Summary -- Home Grounds -- Misconceptions -- Five Critical Factors -- Chapter 3 A Day in the Life -- Typical Days -- A Typical Day Using PSP/TSP -- A Typical Day Using Extreme Programming -- Crisis Days -- A Crisis Day with TSP/PSP -- A Crisis Day with XP -- Summary -- Differences -- Similarities -- Observations -- Chapter 4 Expanding the Home Grounds: Two Case Studies -- Using Plans to Scale Up Agile Methods: Lease Management Example -- Assumption 1: The Effort to Develop or Modify a Story Does Not Increase with Time and Story Number -- Assumption 2: Trusting People to Get Everything Done on Time Is Compatible with Fixed Schedules and Diseconomies of Scale -- Assumption 3: Simple Design and YAGNI Scale Up Easily to Large Projects -- Agile Methods Scaleup: Summing Up -- Using Agility to Streamline Plan-Driven Methods: USAF/TRW CCPDS-R Example -- Individuals and Interactions over Processes and Tools: CCPDS-R -- Working Software over Comprehensive Documentation: CCPDS-R -- Customer Collaboration over Contract Negotiation: CCPDS-R -- Responding to Change over Following a Plan: CCPDS-R -- Summary -- Chapter 5 Using Risk to Balance Agility and Discipline -- An Overview of the Method -- An Example Family of Applications: Agent-Based Planning Systems -- An Intermediate Application: Supply Chain Management -- Step 1: SupplyChain.com Project Risk Ratings -- Step 2: Compare the Agile and Plan-Driven Risks -- Step 4a: Individual Risk Resolution Strategies -- Step 4b: Risk-Based Strategy for SupplyChain.com System Development -- Small Application: Event Planning -- Step 1: Event Planning Project Risk Ratings -- Step 2: Compare the Agile and Plan-Driven Risks -- Steps 4a, 4b: Risk-Based Strategy for Event Planning System Development -- Very Large Application: National Information System for Crisis Management (NISCM) -- Step1: NISCM Project Risk Ratings -- Step 2: Compare the Agile and Plan-Driven Risks -- Steps 3 and 4: Risk-Based Strategy for NISCM System Development -- Summary -- Chapter 6 Conclusions -- The Top Six Conclusions -- No Agile or Plan-Driven Method Silver Bullet -- Agile and Plan-Driven Method Home Grounds -- Future Applications Will Need Both Agility and Discipline -- Balanced Agility-Discipline Methods Are Emerging -- Build Your Method Up8212;Don8217;t Tailor It Down -- Focus Le.
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590 |
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|a O'Reilly
|b O'Reilly Online Learning: Academic/Public Library Edition
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650 |
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|a Computer software
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|a Turner, Richard,
|d 1954 August 18-
|e author.
|
776 |
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8 |
|i Print version:
|a Boehm, Barry W.
|t Balancing agility and discipline.
|d Boston : Addison-Wesley, 2003
|w (DLC) 2003051876
|
856 |
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|u https://learning.oreilly.com/library/view/~/0321186125/?ar
|z Texto completo (Requiere registro previo con correo institucional)
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938 |
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|a EBSCOhost
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