The authors expose the bureaucracy and stagnation that mark discipline without agility, and liken agility without discipline to unbridled and fruitless enthusiasm. Using a day in the life of two development teams and ground-breaking case studies, they illustrate the differences and similarities between agile and plan-driven methods, and show that the best development strategies have ways to combine both attributes. Their analysis is both objective and grounded, leading finally to clear and practical guidance for all software professionals - showing how to locate the sweet spot on the agility - discipline continuum for any given project.

Informazioni sugli autori:

Richard Turner is a research professor in engineering management and systems engineering at the George Washington University.

Barry Boehm has been trying to balance agility and discipline in software development since 1955. The TRW professor of software engineering and director of the USC Center for Software Engineering, he earlier served as director of the DARPA Information Science and Technology Office and as a chief scientist at TRW. Dr. Boehm's contributions to the field include the Constructive Cost Model (COCOMO), the Spiral Model of the software process, the Theory W (win-win) approach to software management and requirements determination, and his classic book, Software Engineering Economics(Prentice Hall, 1981).

Richard Turner, a research professor in engineering management and systems engineering at the George Washington University, approaches balanced software development and acquisition with broad industry and government experience and a skeptical attitude toward best practices. In support of the U.S. Department of Defense, he is responsible for identifying and transitioning new software technology into the development and acquisition of complex, software-intensive defense systems. Dr. Turner was on the original author team for Capability Maturity Model Integration (CMMI) and is coauthor offCMMI Distilled, Second Edition (Addison-Wesley, 2004).

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