來促進(jìn)評(píng)審和詢問。為團(tuán)隊(duì)準(zhǔn)備的一間小會(huì)議室的確是一個(gè)有利的條件。

作者簡介：Payson Hall是美國加州薩克拉門托市Catalysis集團(tuán)公司的顧問系統(tǒng)工程師和項(xiàng)目管理顧問。Hall在北美和歐洲的公共和私營部門里的軟硬件系統(tǒng)集成項(xiàng)目中有20年的從業(yè)經(jīng)驗(yàn)。

原文：
　　　　　　
　　　　　　　　　　　Make Haste Slowly
By Payson Hall

Communicating Effectively in Rapid Development Software Projects.

In today’s quick-paced workplace, software developers are confronted with a painful paradox: They face continual pressure to accelerate the development process, yet this need for speed results in communication failures – and the accompanying project and system development troubles. Because business imperatives won’t change anytime soon, project managers on rapid development projects must redouble their efforts to communicate efficiently and effectively.

To some, rapid development refers to a collection of specialized software engineering practices – extreme programming (XP), rapid application development (RAD), rapid prototyping – intended to make conscious choices about trading reduced scope and additional resources for shorter development time. For others, rapid development is a catch phrase to sell tools, new methodologies or seminars – each promising to reduce software development cycle times. Whichever definition you prefer, schedule pressure can lead to disaster as teams cut corners and try to decide where to make concessions in hopes of achieving tight schedule goals.

“When I hear rapid development, I immediately think, ‘Here’s a development team that’s hoping to shortcut the laws of projects by skipping key steps,’” says Dave Ferguson, vice president of e-product development and implementation for DST Output in El Dorado Hills, Calif., USA. His organization’s development practices place a strong emphasis on software engineering

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