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XP Explained Chapters 7-9

XP Explained

Feb 05, 2016




XP Explained. Chapters 7-9. Primary Practices. Sit together Ideal Resistance Multi-site Whole Team All the necessary skills in a single management structure This is dynamic No fractional staff. Primary Practices. Informative workspace Key metrics as big graphs and charts - PowerPoint PPT Presentation
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  • XP ExplainedChapters 7-9

  • Primary PracticesSit togetherIdealResistanceMulti-siteWhole TeamAll the necessary skills in a single management structureThis is dynamicNo fractional staff

  • Primary PracticesInformative workspaceKey metrics as big graphs and chartsVisible planning and trackingRequirements groupsEnergized Work40 hour weekFocus time

  • Primary PracticesPair Programming (switch as needed, maybe multiple times per day)Keep each other on taskBrainstormClarifySwitch lead when one is stuckHold each accountable

  • Primary PracticesPair Programming and personal spaceSee figure 6 page 44We like our personal space!

  • Primary PracticesStoriesPlan using units of customer visible functionalityProvide a 2 click way for customers to dial frequently used numbersMake technical requirements visible with test casesRequirement is a misnomerValue cannot be determined with out cost estimates

  • Primary PracticesWeekly CycleWeekly meetingReview progressCustomer pick new weeks worth of storiesBreak stories into tasks, team members sign up for tasks and estimate themStart the week by writing automated test

  • Primary PracticesQuarterly CycleReflect on the team, project, progress. Process, and alignment with larger goalsQuarterly meetingIdentify bottlenecksInitiate repairsPlan themesBig picture where the project fits within stakeholder concerns

  • Primary PracticesSlackEverything cant be plannedInclude tasks in the plan that could be dropped

  • Primary PracticesTen Minute BuildAutomatically build and test in 10 minutes. What if you cantYou can more often that you think

  • Primary PracticesContinuous integrationIntegrate and test changes after no more than a couple of hoursIntegration can take more time that the original programmingSynchronous is better than Asynchronous

  • Primary PracticesTest first ProgrammingWrite the tests before the code and do it at a very fine level of granularity.If it is hard to write a test you have a design problem not a test problemRhythm

  • Primary PracticesIncremental DesignInvest in the design of the system every dayDefer design decisions to the last responsible momentThe most effective time to design is in the light of experienceThe closer the implementation of a design mechanism to the time it is actually needed, the more efficient

  • Chapter 8Getting Started

  • Getting StartedMake adopting XP an XP projectWrite storiesEducate managementAttending trainingAutomate the buildPrioritize the storiesEstimate their time and costCreate and track metrics

  • Chapter 9Corollary Practices

  • Corollary PracticesReal Customer InvolvementMake your stakeholders part of the team

  • Corollary PracticesIncremental DeploymentRun parallel systems if necessary

  • Corollary PracticesTeam ContinuityDont throw everyone back into the labor pool once a project is finished

  • Corollary PracticesShrinking TeamsAs a team grows in capability, keep its workload constant but gradually reduce its size

  • Corollary PracticesRoot Cause AnalysisWhen you find a defect, eliminate the defect and the causeThe goal is that the team wont ever make the same mistake againI expect that individuals will make mistakes, but my process should ensure that my team doesnt make mistakesFive whys

  • Corollary PracticesShared CodeAnyone can improve any part of the system at anytimeEliminates bottlenecksDoesnt work across team boundries

  • Corollary PracticesCode and TestsMaintain only the code and tests as permanent artifacts. Generate other documents from the code and tests. Rely on Social mechanisms for the rest.

  • Corollary PracticesSingle Code BaseDuplication is not fun and it is very expensiveFrameworks can help solve this

  • Corollary PracticesDaily DeploymentPut new software into production every night

  • Corollary PracticesNegotiated Scope ContractWrite contracts that fix time, costs, and quality but call for an ongoing negotiation of the scopeFix scope but leave specific requirement to ongoing negotiationSign a series of shorter contracts rather than one big one