bestysq01的专栏

Modeling variability in the context of software product-lines has been around for about 25 years in the research community. It started with Feature Modeling and soon enough was extended to handle many different concerns. Beyond being used for a mere description and documentation of variability, variability models are more and more leveraged to produce other artifacts, such as configurators, code, or test cases. This paper overviews several classification dimensions of variability modeling and explores how do they fit with such artifact production purposes.

Most of the emphasis in the book is about improving performance within teams by changing the internal context. These processes also potently enhance team performance across institutions by changing the context of the relationship. We consider this activity teambuilding as well. Indeed, much of our most important work has been in enhancing teamwork between NASA projects and their contractors. I close the introduction with the following example from a commercial aerospace team.

A ScrumMaster, like a good rider, must know when to go easy on the horse, when to use the spur, when to pull the reins, and when to just hang up the bridle and put the saddle away for the day. There are nearly a quarter million CSMs now, and many more to follow. While this is great news and represents a steady interest in Agile methods, we are in the soup. There is rampant misuse and misunderstanding of Scrum, which diminishes and possibly eliminates the amazing possibilities that people discover by using it correctly. I've observed too many examples of good Scrum gone bad—times in which tough, courageous, persistent ScrumMasters could have really made a difference, but didn't; times when product owners could have been a bit more involved; times when teams hid poor quality and shouldn't have. Additionally, with the advent of several newer methods, the terms Iteration Manager and Agile Master are floating around and representing an increasingly watered-down, dangerous version of what the true ScrumMaster was meant to do. That sucks, and makes me sad—and spurs me to action. I don't want the original vision for ScrumMaster to become lost in the methodology/certifcation wagon train; I want people to reach their full potential and believe that Scrum is one way to facilitate that.

基于Java Business Integration技术和企业服务总线技术的面向服务的企业应用系统集成介绍.

基于OpenESB企业服务总线的SOA设计实践指南.