John F. Dooley - Software Development, Design and Coding: With Patterns, Debugging, Unit Testing, and Refactoring, 2nd Edition
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- Book:Software Development, Design and Coding: With Patterns, Debugging, Unit Testing, and Refactoring, 2nd Edition
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Software Development, Design and Coding: With Patterns, Debugging, Unit Testing, and Refactoring, 2nd Edition: summary, description and annotation
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Learn the principles of good software design, and how to turn those principles into great code. This book introduces you to software engineering from the application of engineering principles to the development of software. Youll see how to run a software development project, examine the different phases of a project, and learn how to design and implement programs that solve specific problems. Its also about code construction how to write great programs and make them work.
Whether youre new to programming or have written hundreds of applications, in this book youll re-examine what you already do, and youll investigate ways to improve. Using the Java language, youll look deeply into coding standards, debugging, unit testing, modularity, and other characteristics of good programs. With Software Development, Design and Coding, author and professor John Dooley distills his years of teaching and development experience to demonstrate practical techniques for great coding.
What Youll Learn
Review modern agile methodologies including Scrum and Lean programming
Leverage the capabilities of modern computer systems with parallel programming
- Work with design patterns to exploit application development best practices
- Use modern tools for development, collaboration, and source code controls
Who This Book Is For
Early career software developers, or upper-level students in software engineering courses
John F. Dooley: author's other books
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- A small, well-integrated team : Small teams have fewer lines of communication than larger ones. Its easier to get to know your teammates on a small team. You can get to know their strengths and weaknesses, who knows what, and who is the go-to person for particular problems or particular tools. Well-integrated teams have usually worked on several projects together. Keeping a team together across several projects is a major job of the teams manager. Well-integrated teams are more productive, are better at holding to a schedule, and produce code with fewer defects at release. The key to keeping a team together is to give them interesting work to do and then leave them alone.
- Good communication among team members : Constant communication among team members is critical to day-to-day progress and successful project completion. Teams that are co-located are better at communicating and communicate more than teams that are distributed geographically (even if theyre just on different floors or wings of a building). This is a major issue with larger companies that have software development sites scattered across the globe.
- Good communication between the team and the customer : Communication with the customer is essential to controlling requirements and requirements churn during a project. On-site or close-by customers allow for constant interaction with the development team. Customers can give immediate feedback on new releases and be involved in creating system and acceptance tests for the product. Agile development methodologies strongly encourage customers to be part of the development team and, even better, to be on site daily. See Chapter for a quick introduction to a couple of agile methodologies.
- A process that everyone buys into : Every project, no matter how big or small, follows a process. Larger projects and larger teams tend to be more plan-driven and follow processes with more rules and documentation required. Larger projects require more coordination and tighter controls on communication and configuration management. Smaller projects and smaller teams will, these days, tend to follow more agile development processes, with more flexibility and less documentation required. This certainly doesnt mean there is no process in an agile project; it just means you do what makes sense for the project youre writing so that you can satisfy all the requirements, meet the schedule, and produce a quality product. See Chapter for more details on process and software life cycles.
- The ability to be flexible about that process : No project ever proceeds as you think it will on the first day. Requirements change, people come and go, tools dont work out or get updated, and so on. This point is all about handling risk in your project. If you identify risks, plan to mitigate them, and then have a contingency plan to address the event where the risk actually occurs, youll be in much better shape. Chapter talks about requirements and risk.
- A plan that every one buys into : You wouldnt write a sorting program without an algorithm to start with, so you shouldnt launch a software development project without a plan. The project plan encapsulates what youre going to do to implement your project. It talks about process, risks, resources, tools, requirements management, estimates, schedules, configuration management, and delivery. It doesnt have to be long and it doesnt need to contain all the minute details of the everyday life of the project, but everyone on the team needs to have input into it, they need to understand it, and they need to agree with it. Unless everyone buys into the plan, youre doomed. See Chapter for more details on project plans.
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