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Who Should Use This Book in .NET Drawer data matrix barcodes in .NET Who Should Use This Book

Who Should Use This Book using barcode integrating for visual studio .net control to generate, create datamatrix image in visual studio .net applications. iPad Organization Design Patterns The term Design Pa tterns has unfortunately come to mean the collection of 23 patterns that appear in the book Design Patterns: Elements of Reusable Object-Oriented Software, by Erich Gamma, Richard Helm, Ralph Johnson and John Vlissides [GOF1995]. Here we use the term in the same sense Alexander does in his classic, A Pattern Language [Alexander1977]. In Alexander s sense, a design pattern is something you use to understand the geometry of a building; to understand the major relationships between parts.

It is a de nition that most of us we recognize as similar to the word architecture in software. Once you design an organization, the organization comes to life through organizational construction patterns. Construction patterns discuss the materials and processes to reduce the conceptual design to practice.

The distinction between these two kinds of patterns isn t as clear in organizational design as in the design of buildings, and even there the difference isn t formal or clean. We separated the two kinds of patterns based less on their characterization as design or construction patterns than according to their af nity for each other. The so-called construction patterns can be found in the chapter O RGANIZATION CONSTRUCTION PATTERNS (CHAPTER 5).

. 4 . Organization Design Patterns 4.1 Project Management Pattern Language Project Management is a crucial part of organizational design. Many organizations have a project manager role, but in fact project management is a much broader function so broad that it covers almost a quarter of the patterns in this book. The patterns here do concern themselves with all the things a project manager worries about.

We start out with SIZE THE SCHEDULE (4.1.2).

In today s markets, time to market is everything. In the classic view of project management that suggests that there are three resources one can trade off against each other staff, functionality, and schedule it is schedule that is most often the strongest invariant. Past years have seen functionality fall from this rst place position as software development enterprises have come to realize the dif culty in both capturing and meeting detailed requirements.

Customers have come to the realization that it s better to get something that works in a nite amount of time than to spend a seeming eternity getting it right the rst time. Instead, we tend to defer correctness to the later releases. The Pattern Language.

Project Management Pattern Language Size The Schedule Get On With It Early And Regular Delivery Work Queue Named Stable Bases Compensate Success Phasing It In Informal Labor Plan Build Prototypes Incremental Integration Take No Small Slips Developer Controls Process Development Episode Surrogate Customer Completion Headroom Work Flows Inward Implied Requirements Feature Assignment Programming Episode Work Split Recommitment Meeting Someone Always Makes Progress Private World Team Per Task Sacrifice One Person Developing In Pairs Interrupts Unjam Blocking Dont Interrupt An Interrupt Fire Walls Mercenary Analyst Day Care Scenarios Define Problem The above gure de picts the patterns in the pattern language and the connections between them. The connections themselves are as much part of the language as the patterns themselves. Each pattern provides a possible context for the patterns below it.

They depict the dependencies between the patterns that govern the order in which they are to be applied: you start at the top and work your way toward the bottom. If a pattern has several subtending patterns you can apply as few or as many of them as you like, and in any order. The pattern language is based in empirical study of organizations that do software, most of whom deliver some software artifact to a customer.

However, the pattern language has little to do with software per se. We believe these patterns re ect management principles that are deeper and broader than software alone. Software development organizations can learn from these broader principles.

. 4 . Organization Design Patterns Here is a real sto ECC200 for .NET ry about a real project that features many of the patterns in this pattern language. Think of this story as a sequence of application of the patterns.

A Story About Project Management In the mid 1980s my group embarked on an ambitious project. We took a successful product and adapted it to new technology. We began by testing the concepts in prototypes (BUILD PROTOTYPES (4.

1.7)), and their success gave us the con dence to SIZE THE SCHEDULE (4.1.

2). Because we were building on an existing product, it was easy to have N A M E D S T A B L E B A S E S (4.1.

4) of code; we continued them throughout the project. This made it possible and necessary to provide developers a way to have their own view of the system, a PRIVATE WORLD (4.1.

6). There was ample tool support for these views. Although the project was large, the project was basically centered on the developers.

For example, we decided on our own coding standards (DEVELOPER CONTROLS PROCESS (4.1.17)).

It certainly had a feel of WORK FLOWS INWARD (4.1.18).

Developers had some latitude about how to organize their work; W ORK Q UEUE (4.1.13), I NFORMAL LABOR PLAN (4.

1.14), and PROGRAMMING EPISODES (4.1.

19) were common. Unfortunately, we had problems. One of the biggest was that we did not allow COMPLETION HEADROOM (4.

1.10). As the technical dif culties intensi ed, the schedule became tighter.

Finally, the head of the project called everyone together and announced a single large schedule slip (T AKE N O S MALL S LIPS (4.1.9)), and asked everyone to commit to the new schedule (RECOMMITMENT MEETING (4.

1.12)). We continued to struggle with technical challenges, and some became crises.

We created teams to deal with them (TEAM PER TASK (4.1.21)), and even had to SACRIFICE ONE PERSON (4.

1.22) on at least one occasion. However, no crisis stopped everyone (S OMEONE A LWAYS MAKES PROGRESS (4.

1.20)); this was in part because the architecture of the system allowed it. In the end, we met the slipped date.

But the technology was moving in such a direction that it made no sense to deploy it. However, pieces of that project were used in later projects for years to come..

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