By Luke Hohmann
Comprises insights and classes approximately developing profitable software program ideas within the context of a real-world company. This booklet presents functional recommendations that improvement executives can hire to enhance the productiveness in their software program association. It bargains with matters like licensing, deployment, set up, configuration, and help.
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Extra info for Beyond Software Architecture: Creating and Sustaining Winning Solutions
In product-centric organizations change management meetings should be organized and chaired by product management. In other organizations change management meetings should be organized and chaired by the project or program manager running the overall project. • Recycle Bin. At several times during the project the team may find that they’ve bitten off more than they can chew. Rather than throw out potentially useful ideas, I recommend creating a “recycle bin” where these ideas can be stored for future use.
Teams that enthusiastically embrace it may be trying to use the process to change their architecture—be wary! Teams that have had their sense of quality and their desire to tend their architecture beaten out of them by repeated poor management may have to required to do it (“I know that this ER thing sounds weird, but this is just the way that I do things, and since what we’ve done in the past isn’t producing the results we want we’re going to try and start something new”). Before engaging ER the team should create and peer review a plan that details the specific modules and/or functions they're going to improve.
Rigorous companies may spend some time writing a product proposal, but this is usually foregone in favor of the MRD. • The business plan is, at best, updated to reflect the new release. The business plan that justified the initial development is often only marginally updated to reflect the new release. This is P RODUCT DEVELOPMENT P RIMER COPYRIGHT © 2001-2002 BY LUKE HOHMANN , ALL RIGHTS RESERVED. 2-13 not a flaw, but a reflection of the higher level, broader perspective of the business plan. • The MRD becomes the central document of the release.