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Amazon.co.uk Review
To achieve this the authors focus away from complex, report-led planning to a people-oriented process which treats programming like a craft project. Extreme Programming starts by recognising reality: start right and you'll finish right. In fact the authors specifically argue against overtime, increasing manpower on late projects and other such attempts to increase productivity as evidence of failure. They start by breaking projects into stories (or features), insist on customer involvement, iterate relentlessly over a timescale of weeks, set short-term targets based on the evidence of previous iterations and--in a break with traditional practices--absolutely insist on customer involvement at every stage, including signing off each story.
The claimed results of applying the XP approach is a better product with fewer bugs as well as the ability to meet agreed deadlines and budgets. Pretty impressive claims for a book that reads like a set of obvious, common-sense rules. Astonishingly, the only planning tool required is a box of index cards and the right attitude. You are even recommended to avoid spreadsheets. Perhaps, then, the real success of Extreme Programming rests on its implicit acknowledgement that programming is a craft, and not engineering. What can you say? It works. Read it and then implement it. -- Steve Patient
Product Description
In this timely follow-up to Extreme Programming Explained, software engineering gurus Kent Beck and Martin Fowler show exactly how to plan your next software project using Extreme Programming (XP). Planning is a vital element of software development -- but all too often, planning stops when coding begins. Beck and Fowler show how to make software projects far more manageable through a series of simple planning steps every project manager and team leader can easily perform >every day. The book follows XP projects from start to finish, presenting successful planning tactics managers and team leaders can use to adjust to changing environments more quickly and efficiently than ever before. This book is full of war stories and real-world analogies, and offers actionable techniques on virtually every page. It will be invaluable for every project manager called upon to deliver reliable, high-value code in "Internet time."
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Customer Reviews
The fundamental principle behind the XP approach to all projects and development is to use the simplest possible working interaction model. Beck & Fowler have arrived at the conclusion that simple models are the only way to scale software engineering capacity and capability. They assert that this approach will work effectively over long periods of time without introducing pathologies that kill the innovation and empowerment that are hallmarks of creativity based information industry.
Beck's hidden agenda appears to be that by building simple self-similar (benign) operational systems, which in turn produce powerful coherent behaviour; this in turn empowers and allows creativity, innovation and personal growth.
XP population
Kent and Fowler launched a survey on the XP mailing list asking which size of an iteration was more popular, they got only 37 replies, in these days the list has around 9000 users, with hundreds of messages every week...
Practises
Stand-ups meetings, release planning, iteration planning, concept of done: all well described here.
Have a short meeting once a day so everybody knows what's going on, and what's not.
At the end of each iteration, the whole team would gather round and watch the developers demo the work in which each had been involved in the preceding three weeks.
A story is done when the function of that story is demonstrated to the customer and the customer agrees that the functionality substantially fulfils what is expected.
Graphs
There are no burn down or burn up charts, but few graphs are suggested (including Story Progress, does it sounds familiar?)
There's no backlog but the stories are prioritized and the ones with lower priority put into a drawer.
Wrap future stories with a rubber band and stick
them safely in a drawer.
Pairing
Pairing is mentioned just a couple of times (I'm sure just because is implied), and the first time at half of the book.
Retrospectives
There's even a first idea of retrospective:
If you have the ceremonial pushing of the acceptance test button
at lunch on the last Friday of the iteration, you can spend the rest of the day talking about your process.
Scrum master
There's no scrum master, indeed, scrum wasn't born but the tracker role sounds a lot like the SM one...
This person, the tracker, keeps an eye on which tasks are done and
how much is left on outstanding tasks.
Fine grain tracking
Last but not least there's a mention to the pomodoro technique:
(Francesco Cirillo told us he bought a half-hour kitchen timer in the shape of a tomato, so they now refer to a "six-tomato task.")
Conclusions
Great book, it gave me the impression that Scrum just adds some names and defines in a deeper details ideas and practises that have been written years before.
I've just started to read Agile Project Management with Scrum to better understand what Scrum really adds, XP, so far, honestly seems to me more lean than Scrum.
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