本书着重阐述软件体系结构和组织机构之间的关系,书中内容基于长达数年的对一些**大型软件开发机构的研究,并介绍产品线和所实现的中、小型和大型组织的体系结构。研究成果产生了包括五种影响软件体系结构成败的组织原则的VRAPS模型:视觉效果,节奏,预见性,合作性和简化性。本书由综述引申到案例研究,说明按照VRAPS原则,企业如何从小规模启动成长为构建因特网应用工具的领先企业,并提供一定的尺度帮助读者衡量自身机构运用此原则的深度。书末章节提供如何使用模型的现实世界描述,配有九个特殊样板、工具和指导,描述模式如何用于一种商业标准,使读者能利用它来评估自身组织机构并使之与其他机构相比较。本书适用于计算机科学中的软件工程等课程。

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

Building software has almost always involved fitting together prodncts and organizations as well as developing code. Software architecture is fundamental to both activities, especially today. For example, an ordi-nary business transaction will traverse many layers of software architecture,leveraging shared platforms such as the Internet, client browsers, Web servers, business logic components, security systems, and back-end databases. In this environment, many partners must not only apree on a core set of interfaces and standards...

Building software has almost always involved fitting together prodncts and organizations as well as developing code. Software architecture is fundamental to both activities, especially today. For example, an ordi-nary business transaction will traverse many layers of software architecture,leveraging shared platforms such as the Internet, client browsers, Web servers, business logic components, security systems, and back-end databases. In this environment, many partners must not only apree on a core set of interfaces and standards, but they must also agree on how to use those standards. Partners must also agree on the value they will add and receive for their contribution. AII these agreements must remain workable and stay in place in the face of rapid changes in technologies, re-alignments of partners, shifts in business goals and require- ments, as well as the ever-present mergers and acquisitions. If these agreements do not remain in place, the product and its architecture may fail, causing pain for developers and customers, as well as their managers and sponsors. This book focuses on the interrelationship between software architecture and the organization. Software architecture serves as a framework that defines and orders not only the technical interactions needed to develop and implement a product, but also group and personal interactions. The ability of software architecture to fulfill this role over time relies on organizational factors.