软件体系结构(影印版)

Preface
Acknowledgments
Credits
1 What You Can't See Could Help You
What This Book is About
　　Software Architecture's Growing Importance
　　For Some, the News They are Stakeholders Comes Too Late
　Prineiple Reveal the Hidden
　　Vision
　　Rhythm
　　Anticipation
　　Partnering
　　Simplification
　　Taking Action With Principles
　Organizational Principles at Work: The Architect's New Job
　　Rhythm
　　vision
　　Simplification and Anticipation
　　Partnering
　　Principles on the Web
　　Summary
2 The VRAPS Reference Model: How the Pieces Fit　Together
　Overview
　　Why Models are Important
　　The VRAPS Model
　Context
　Organizational Principles for Software Arehitecture
　　The Role of Principles
　　Vision
　　Rhythm
　　Anticipation
　　Partnering
　　Simplification
　　Principles Interact
　Conceptual Framework
　　Criteria
　　Patterns
　　Antipatterns
　Applying the VRAPS Model
　VRAPS Evolution
　Summary
3 Projecting and Unifying Vision
　Overview
　Vision Definition
　　Mapping Value to Architectural Constraints
　　Congruence and Flexibility
　Vision Challenges
　　Limits of Archirect Influence
　　Executive and Architect Cooperation
　　Product Lines Increase the Challenges to Architects and Execudves
　　Recognizing Breakdown
　Shaping a Vision
　　Will the Real Architect Please Stand Up?
　　Vision and Leadership
　　No Respect
　Putting Vision Into Practice: Criteria, Antipatterns, and Patterns
　　Criterion 1: The architect's vision aligns with what his or her sponsors,
　　users, and end customers are frying to accomplish
　　　ANTIGRAVITY MODULE
　　　FRONT-END ALlGNMENT
　　Criterion 2: Practitioners frust and use the architecture
　　　TRENn SURFER
　　　GENERAUYE VISION
　　Criterion 3: Tacit Knowledge about architecture and components is visi-
　　ble and accessible to users
　　　FOLLOWIMG ORDERS
　　　ROTATION
　　Summary
　　Other Applicable Patterns and Antipatterns
4 Rhythm: Assuring Beat, Process, and Movement
　Overview
　　Tempo
　　Content
　　Quality
　Rhythm Definition
　Motivation
　　Rhythm Aids Transition Management
　　Rhythm Drives Closure
　Putting Rhythm Into Praetice: Criteria, Antipatterns, and Patterns
　　Criterion 1 : Managers pedodically reevaluate, synchronize, and adapt the architecture
　　KILLER FEATURE
　　RELEASE COMMITTEE
　Criterion 21:Architecture users have a high level of confidence in the　timing and content of architecture releases
　　SHORTUT
　　DROP PAss
　Criterion 3: Explicit activities are coordinated via rhythm
　　BROKEN LOADS
　　SYNCHRONIZE RELEASES
　Summary
　Other Applicable Patterns and Antipatterns
5 Anticipation : Predieting, Validating, and Adapting
　Overview
　　Prediction
　　Validation
　　Adaptation
　Anticipation Definition
　Anticipation in Action
　　Pulling Architectures in Many Directions
　　The Architecture Customers and Their Customers
　　Aiming Too Far Info the Future
　　Aiming Too Close to the Present
　　Balancing rhe Needs of Today and the Future
　　Striking a Balance
　Putting Anticpation taka Practice: Criteria, Antipatterns, and Patterns
　　Criterion 1 : Architecture capability is regularly enhanced to respond to anticipated risks and requirements of architecture customers and their customers, market-driving standards and evolving technology, and changes in strategic business directions
MlSSING PIECE
　　PILOT
　Criterion 2: Technical and business risks and opporunities are evaluat-ed through a quick quick of revlew and development
　　BLEEDING EDGE
　　ARCHITECTURE REVIEW
　Criterion 3: Features, budgets, plans, or schedules are adapted when it　is recognized that critical estimates or assumptions are incorrect
　　TUNNEL VISION
　　OUTSOURCE
　Summary
　Other Applieable Patterns and Antipatterns
6 Partnering: Building Cooperative Organizations
　Overview
　　Cooperative Relationships
　Partnering Definition
　　Architecture Stakeholders
　　Clear, Cooperative Roles
　　Maximizing Value
　Industrial Roots
　　Contract Management
　　Networked Organizations
　　Value Chain
　　Trust
　Putting Partnering Into Practice: Criteria Antipatterns, and Patterns
　　Criterion 1 :The architect continually seeks to understand who the most criti-cal stakeholders are, how they contribute value, and what they want
　　PHONE DOESN'T RING
　　KNOW THY STAKEHOLDERS
　Criterionn 2: Clear compelling agreements exist between stakeholders
　　LIP-SYNCHING
　　RECIPROCITY
　　Criterion 3: Both policies and informal rules of social conduct enforce cooperation
　　PERSONAL TIME
No SURPRSES
　　PROMOTE THE NETWORK
　Summary
　Other Applicable Patterns and Antipatterns
7 Simplification: Clarfying and Mi
8 Principles at Work: The Allaire Case Study
9 Case Study: Building and Implementing a Benchmark
A Quick Reference Table: Principles, Criteria,Antipatterns, and Patterns
B Antipattern and Pattern Summaries
References
Index