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《架构即未来》英文原版,The Art of Scalability
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架构即未来 现代企业可扩展的Web架构流程和组织 英文原版 第二版 The Art of Scalability 2nd.pdf
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The Art of Scalability: Scalable Web Architecture, Processes, and
Organizations for the Modern Enterprise, Second Edition
by Michael T. Fisher, Martin L. Abbott
Publisher: Addison-Wesley Professional
Release Date:
六月
2015
ISBN: 9780134031408
Topics:
Design Web Development
Book Description
A Comprehensive, Proven Approach to IT Scalability from Two Veteran Software, Technology, and Business Executives
In this second edition of The Art of Scalability, AKF Partners cofounders Martin L. Abbott and Michael T. Fisher cover everything product,
technology and business leaders must know to build products that can scale smoothly to meet any business requirement. Drawing on their
unparalleled experience managing some of the world’s highest-transaction-volume Web sites, the authors provide detailed models and
best-practice approaches available in no other book.
Unlike previous books on scalability, The Art of Scalability doesn’t limit its coverage to technology. Writing for both technical and
nontechnical decision-makers, this book covers everything that impacts scalability, including architecture, processes, people, and
organizations. This second edition has been edited to improve readability and includes new and updated content, a new chapter on Agile
architecture, and new case studies.
Throughout, the authors address a broad spectrum of real-world challenges, from performance testing to IT governance. Using their tools and
guidance, organizations can systematically overcome obstacles to scalability and achieve unprecedented levels of technical and business
performance.
New and Updated Coverage includes
· Staffing the scalable organization: essential organizational, management, and leadership skills for technical leaderswith a special focus
on how to build truly Agile organizations.
· How to organize teams to maximize innovation and reduce value destroying team conflict.
· Building processes for scale: process lessons from hyper-growth companies, from technical issue resolution to crisis management
· How to manage risk and how to create effective change management in the age of continuous deployment.
· Architecting scalable solutions: powerful proprietary models for identifying scalability needs and choosing the best approaches to meet
them
· How to practice “Agile” Architecture
· Optimizing performance through caching, application and database splitting, and asynchronous design
· New and updated scalability techniques for emerging technologies, including clouds and grids
· Planning for rapid data growth and new data centers
· Evolving monitoring strategies to tightly align with customer requirements
Introduction
Chapter 1. The Impact of People and Leadership on Scalability
The Case Method
Why People
Why Organizations
Why Management and Leadership
Conclusion
Chapter 2. Roles for the Scalable Technology Organization
The Effects of Failure
Defining Roles
Executive Responsibilities
Individual Contributor Responsibilities
A Tool for Defining Responsibilities
Conclusion
Chapter 3. Designing Organizations
Organizational Influences That Affect Scalability
Team Size
Organizational Structure
Conclusion
Chapter 4. Leadership 101
What Is Leadership?
Leadership—A Conceptual Model
Taking Stock of Who You Are
Leading from the Front
Checking Your Ego at the Door
Mission First, People Always
Making Timely, Sound, and Morally Correct Decisions
Empowering Teams and Scalability
Alignment with Shareholder Value
Transformational Leadership
Vision
Mission
Goals
Putting it All Together
The Causal Roadmap to Success
Conclusion
Chapter 5. Management 101
What Is Management?
Project and Task Management
Building Teams—A Sports Analogy
Upgrading Teams—A Garden Analogy
Measurement, Metrics, and Goal Evaluation
The Goal Tree
Paving the Path for Success
Conclusion
Chapter 6. Relationships, Mindset, and the Business Case
Understanding the Experiential Chasm
Defeating the “IT” Mindset
The Business Case for Scale
Conclusion
Chapter 7. Why Processes Are Critical to Scale
The Purpose of Process
Right Time, Right Process
When Good Processes Go Bad
Conclusion
Chapter 8. Managing Incidents and Problems
What Is an Incident?
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