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Jingdong book

术以载道：软件过程改进实践指南

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Jingdong book

术以载道：软件过程改进实践指南

Name: 术以载道：软件过程改进实践指南
Brand: Jingdong book
SKU: 3118026841
Price: 49.18 USD
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软件过程改进(Software Process Improvement，SPI)是指帮助软件企业建立过程管理、识别改进点、持续优化过程体系。CMMI表示Capabi lity Maturity Mode Integration(能力成热度集成模型)，提供了一个指导企业实施过程改进的框架，CMMI是实现过程改进标的一种有效手段和方法。
《术以载道——软件过程改进实践指南》是作者软件工程经验、过程改进经验与CMMI咨询经验的总结，从实践者的角度出发，涉及到了实施CMMI的方方面面，包括CMMI实施精要、敏捷方法实践、过程体系建立、软件项目的策划、跟踪和控制、需求工程、软件设计与实现、测试和同行评审、质量保证和配置管理、量化项目管理和人员管理等重要话题。
《术以载道——软件过程改进实践指南》作者具有20年的软件工程经验和13年的质量管理改进经验，创立了麦哲思科技咨询公司，以其实效咨询的风格，在CMMI咨询业内具有很高的知名度。《术以载道——软件过程改进实践指南》记录了作者工作中的所做、所思、所见与所闻，给出了70多个实际案例，对于从事软件过程改进、软件企业管理咨询、软件项目管理的读者具有较高的阅读和参考价值。

Catalogue

目录

第1章CMMI实施精要1
1．1对CMMI的基本认识1
1．1．1CMMI是什么1
1．1．2CMMI里有什么3
1．1．3CMMI的构件6
1．1．4CMMI的表示方法9
1．1．5CMMI成熟度等级的比较11
1．1．6如何学习CMMI16
1．2EPG的工作指南19
1．2．1EPG成员选择四要素20
1．2．2EPG的工作指南21
1．2．3EPG如何应对企业政治22
1．2．4EPG常犯的10种错误23
1．2．5识别过程改进点的9种手段27
1．3如何实施CMMI29
1．3．1实施CMMI时必须解决的7个认识问题29
1．3．2软件过程改进的11条成功策略35
1．3．3CMMI实施的4个重大失误46
1．3．4CMMI成功的根本原因是什么49
1．3．5Infosys公司过程改进的18条经验50
1．4CMMI实施的难点与对策51
1．4．1CMMI 2级的难点51
1．4．2CMMI 2级难点之对策53
1．4．3二级的实效体现在哪里54
1．4．4CMMI 3级的难点57
1．4．5CMMI 4级的难点58
1．4．6 为什么难以达到高成熟度59

第2章敏捷方法实践精要61
2．1Scrum敏捷项目管理62
2．1．1Scrum 的3个角色63
2．1．2Scrum的3个文档67
2．1．34种会议73
2．1．4如何开每日站立会议84
2．2XP极限编程的12条实践87
2．3时间箱管理89
2．4策划扑克法90
2．5敏捷度量91
2．6关于敏捷方法的典型问题92
2．6．1什么是敏捷方法的“神”92
2．6．2如何建立团队文化93
2．6．3如何运用敏捷实践解决其他问题94
2．6．4如何理解平稳的开发速度94
2．7敏捷始于客户95
2．8软件工程7原则与敏捷实践95

第3章如何建立过程体系98
3．1过程的基本概念98
3．2过程体系的建立基础101
3．3建立过程体系时的注意事项102
3．4过程体系建立的步骤103
3．5定义公司的过程大纲103
3．6确定项目的类型104
3．7确定描述规范105
3．7．1ETVX过程描述模式106
3．7．2过程描述的12个属性109
3．8定义质量方针111
3．8．1先定义方针，再定义过程111
3．8．2定义方针的原则112
3．9定义过程114
3．10如何定义文档模板116
3．10．1模板定义的要点116
3．10．2控制模板数量的基本原则116
3．11如何定义检查单117
3．12如何定义裁剪指南119
3．13如何执行过程体系的评审120
3．14常被忽略的过程121
3．15小型项目的管理策略122
3．16维护类项目的管理策略125
3．17如何将过程敏捷化126

第4章项目策划129
4．1项目策划的9个基本要点129
4．2过程设计的4个层次132
4．3软件项目的目标管理133
4．4过程体系的裁剪步骤134
4．5WBS分解指南137
4．5．1WBS的基本概念137
4．5．2WBS分解方法137
4．5．3表示方法139
4．5．4分解方式140
4．5．5分解原则143
4．5．6分解步骤145
4．5．7WBS中容易遗忘的任务147
4．6白话软件估计147
4．7做好软件估计的六个原则149
4．8为什么要做规模估计151
4．9COSMIC-FFP规模估算方法152
4．9．1功能点度量方法简介152
4．9．2COSMIC-FFP方法的基本原理153
4．9．3COSMIC-FFP的估算过程154
4．9．4COSMIC-FFP中的基本概念156
4．9．5COSMIC-FFP的规则158
4．9．6COSMIC-FFP的实践综述163
4．10Pert Sizing估算方法163
4．11宽带Delphi估计方法指南165
4．12软件项目工作量估算指南170
4．12．1估算时机170
4．12．2可能的估算输入170
4．12．3估算对象171
4．12．4估算方法171
4．12．5生产率的含义173
4．12．6多种场景下的估算步骤174
4．13风险策划180
4．13．1风险来源与风险分类180
4．13．2如何识别风险182
4．13．3风险计划与跟踪188
4．14项目计划评审的检查点189
4．15项目计划书中的内容190

第5章项目跟踪与控制193
5．1软件项目管理的实战原则193
5．2为什么要记录日志198
5．3如何保证日志的准确性199
5．4如何开会200
5．5如何开项目组的周例会202
5．5．1周例会准备活动202
5．5．2召开周例会活动203
5．5．3编写与发布会议纪要203
5．6里程碑评审指南204
5．7如何做项目总结206
5．8组织级的项目管理例会的汇报要点207
5．9高层经理监控项目的11种思维模式208
5．10挣值管理211

第6章需求工程213
6．1需求获取方法213
6．1．1需求获取原则213
6．1．2需求调研的步骤214
6．1．3需求获取的重点217
6．1．4需求获取的注意事项218
6．2需求分析的思维方式219
6．3需求描述方法221
6．3．1需求必须文档化221
6．3．2信息管理系统的需求描述方法222
6．3．3需求与设计的界线232
6．3．4需求文档与设计文档的区别233
6．4需求评审236
6．4．1软件需求评审之道236
6．4．2同行评审培训练习点评242
6．5需求管理243
6．5．1需求管理的基本原则243
6．5．2需求控制组的构成245
6．5．3需求变更的深入分析247
6．5．4需求跟踪矩阵的常见疑问249
6．5．5需求管理过程域的要点251
6．6需求工程的12条最佳实践254

第7章软件设计与实现259
7．1白话软件架构与架构师259
7．2设计模式262
7．2．1如何学习设计模式262
7．2．23种工厂模式的比较263
7．2．3设计模式复杂度排名264
7．3设计评审检查单267
7．4程序设计风格268
7．5代码评审279
7．5．1代码评审的意义279
7．5．2代码评审常见问题与最佳实践279
7．5．3代码评审的检查要点280
7．5．4代码评审检查单282
7．5．5代码走查改进案例283
7．6持续集成环境的构建285
7．6．1Java环境下的持续集成平台285
7．6．2．Net环境下的持续集成平台286
7．6．3C++环境下的持续集成平台286
7．7一次典型的重构287
7．8改进代码质量293

第8章测试与同行评审295
8．1质量管理的西药与中药295
8．24种测试层次的比较296
8．3集成测试用例的案例297
8．4单元测试298
8．4．1如何推广单元测试298
8．4．2单元测试培训练习总结302
8．4．3Checkstyle试用案例304
8．4．4测试驱动开发案例316
8．5性能测试策略的案例320
8．6不可重现缺陷的应对策略321
8．7同行评审策略323
8．8同行评审的常见问题与对策324
8．9如何分析同行评审的度量数据328
8．10软件开发的质量红线331
8．11产品的内部质量与外部质量332

第9章质量保证334
9．1质量保证与质量控制的区别334
9．2质量保证的价值336
9．3质量保证人员与项目经理的质量责任337
9．4质量保证人员与过程改进人员的责任融合337
9．5质量保证的组织结构形式338
9．6质量保证工作的8个原则339
9．7质量保证人员的工作内容340
9．8质量保证例会的6个问题341
9．9如何消除对质量保证的抵触情绪342
9．10质量保证人员配备344
9．11质量保证人员的知识体系345

第10章配置管理347
10．1配置管理的基本概念347
10．2数据管理与配置管理的区别348
10．3如何组建CCB350
10．4纳入基线管理的一般原则351
10．5配置控制的3个等级352
10．6配置管理的三库354
10．7配置管理员的职责定义355
10．8配置审计的种类与区别356

第11章量化项目管理360
11．1如何识别度量元360
11．2如何设计数据的指示器365
11．3如何定义指示器与度量元368
11．4度量数据分析的3个层次370
11．5过程性能基线372
11．5．1什么是过程性能基线372
11．5．2应该建立哪些PPB373
11．5．3如何建立PPB373
11．5．4建立PPB的注意事项374
11．5．5证明过程稳定需要的样本个数376
11．5．6何时重新计算PPB377
11．5．7如何判定PPB的可用性377
11．5．8项目级的PPB377
11．6控制图在软件管理中的应用378
11．6．1控制图的含义378
11．6．2什么是“特殊原因”378
11．6．3异常点的识别规则379
11．6．4异常点的删除方法380
11．6．5控制图典型错误案例一380
11．6．6控制图典型错误案例二383
11．7箱线图在软件管理中的应用387
11．8软件过程性能模型391
11．8．1什么是过程性能模型391
11．8．2如何建立过程性能模型392
11．8．3过程性能模型的实例394
11．8．4为什么无法建立过程性能模型396
11．9为什么建立了性能基线还需要建立性能模型399
11．10如何度量项目的进度与进展401
11．11TSP中的10个量化法则401

第12章CMMI的评估403
12．1如何选择参评项目个数403
12．2SCAMPI V1．3的证据覆盖规则406
12．3评估组员的资质要求408
12．4如何准备评估计划409
12．5如何执行就绪检查410
12．6被访谈人员注意事项412
12．7高成熟度评估时常发现的问题414
12．8评估之后的CMMI怪相分析415

第13章人员管理420
13．1软件企业以人为本的16项措施420
13．2如何选择与使用项目经理421
13．3职业程序员培养之道424
13．4职业程序员与业余程序员的区别429
13．5程序员敬业精神的具体表现430
13．6采用“师徒制”培养新员工430
13．7研发人员考核的10项基本原则432
13．8以人为本的People CMM434

后记440
参考文献441

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