The Primary Message
Every day, software professionals make decisions that affect the costs and revenues of their employers. Decisions such as “Should we even do the Alpha project?” “How much testing is enough?” “Should the Omega project use the Rational Unified Process [Kruchten00]?” “Or, would eXtreme Programming [Beck00] or one of the other agile [Cockburn02] methods be better?” and so on. These decisions have tended to be made from a purely technical perspective, but they can have serious implications on the business viability of the software project and the resulting software product—maybe on the entire organization.
Having seen the concepts and techniques in this book, let's examine the kinds of important decisions that a typical software ...
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