Agile的問題，透過圖書和論文來找解法和答案更準確安心。 我們找到下列包括價格和評價等資訊懶人包

Essential Test-driven Development

為了解決Agile的問題，作者Myers, Robert C. 這樣論述：

Test-Driven Development (TDD) is at the heart of low-defect agile software development, enabling incremental development and emergent design without degrading quality. By allowing software teams to create comprehensive regression tests that immediately pinpoint tiny errors, it gives them confiden

ce to enhance functionality with incredible speed.Essential Test-Driven Development will help you discover how TDD helps developers take back the joy of software development, as you glimpse of the future of TDD and software development as a profession. Leading TDD coach and instructor Rob Myers shar

es his experiences, suggestions, and stories, plus focused and fun self-directed Java, C#, C++, and JavaScript lab work from his acclaimed TDD course. Throughout, this guide reflects the author's unsurpassed experience practicing TDD on real production code and helping hundreds of teams adopt TDD pr

actices. Myers addresses both human motivations and technical challenges, and stresses benefits to individual programmers, not just companies. He also offers exceptional coverage of massive refactoring and legacy code, reflecting the actual realities most developers face.

Agile進入發燒排行的影片

系統移轉關鍵因素之實務研究

為了解決Agile的問題，作者陳慧姍 這樣論述：

隨著時代變遷與新業務的多樣化需求，一個行之己久的系統，除了穩定運作之外，系統快速變更的能力也是必需的，面對業務需求的增加及新技術發展，系統移轉開發升級是必然面對的課題，系統移轉前有足夠的溝通及明確的專案範圍定義，可讓系統移轉開發達到事半功倍的效果。本研究目的在針對系統移轉實務開發過程、相關文獻及專案管理知識指南 (PMBOK Guide, A Guide to the Project Management Body of Knowledge)，進行探討系統移轉關鍵指標因素及程式開發者規劃及應對，研究係採用專家訪談問卷並佐層級分析法研究方法分析推論其結果，達成研究結論，共計發出九份專家訪談問卷

，並回收九份，研究歸納結果顯示「系統移轉」關鍵要素計算出的權重比例前三項分別為「組織政策」、「專案目標」及「系統分析」。

Transform Behaviors, Transform Results!: Identifying and Using Key Behavioral Indicators to Drive Sustainable Change and Improve

為了解決Agile的問題，作者 這樣論述：

When trying to embed changes or new mindsets and behaviors, organizations tend to focus on following a particular methodology rather than clearly defining the underlying behaviors that will deliver the sustainable behavioral change and align the thought processes that drive the behaviors-whether

their intent is to continuously improve safety or overall risk management or achieve a sustainable growth and improvement trajectory.The key role of leadership teams is not to deliver results. It is to inspire and own the organizational culture that delivers the expected results. If culture is owned

by HR, it is doomed to be another thing leaders have to do on top of their day job. Business leadership teams must oversee defining and managing organizational culture and have HR coach the capability of leaders to cast the right leadership shadow by role modeling the right behaviors, rewarding the

right behaviors in their teams, and providing clarity on expectations around behaviors for all leaders and employees.The most challenging part of any performance-improvement implementation is the identification of key behavioral indicators (KBIs). The purpose of this book is to assist with that cha

llenge and make ＂behaviors＂ easier to understand and identify.The book defines and describes the importance of focusing on the behaviors necessary for sustainable change rather than focusing on the tools and methodology behind change management. It discusses multiple lenses of change including Lean,

Six Sigma, Agile, Risk, and Customer Experience and also addresses the weaknesses of complying solely with the methodology and tools. It proposes a behavioral framework to suit each particular lens.This book begins with reasons most continuous improvement programs fail to deliver the expected resul

ts. More importantly, it discusses embedding the newly described mindsets and capabilities into the business. The book concludes by providing leaders a roadmap and a coaching framework for how to align and embed their new behavioral framework at all levels, starting from the front-line worker up to

the CEO.Essentially, this book leads the reader through the process of understanding the concept of defining behaviors and the difference between them and tools/methodology. It introduces KBIs for leaders to define and drive the desired behaviors at all levels. This will increase the probability of

sustainability for the improvement initiative by focusing on and maturing the behaviors these initiatives are trying to drive.

廣東醫療器械企業協同創新合作夥伴選擇機制與評價體系研究

為了解決Agile的問題，作者蘇旋 這樣論述：

協同創新是創新資源和要素的有效匯集、深度融合的一種創新模式，對創新强化產業戰略的實施具有積極作用。在協同創新中合作夥伴選擇具有先導性和基礎性作用，直接影響協同創新的績效和目標的實現。因此，本文對醫療器械企業主導的協同創新合作夥伴選擇的基本特徵、動力來源、影響因素、評價指標、和評價模型等問題開展研究。本文以界定協同創新合作的内涵為起點，對醫療器械企業協同創新合作夥伴選擇的機制進行了分析。在此基礎上提出了廣東醫療器械企業合作夥伴選擇的評價模型。通過質性分析（群組特徵根法）優化評價指標體系，然後通過量化分析（層次分析法）來確定評價體系中各層次指標的重要程度。本研究發現廣東醫療器械企業在選擇協同創新

合作夥伴時商業理念兼容、創新能力、關係互惠是最重要的考慮因素。企業專家們特別關注合作夥伴的戰略目標匹配、掌握的專利數量、行業影響、組織文化兼容、和研發緊密程度等指標。最後，本文進一步討論了結果中專家權重的理論與實踐意義。