Behind the Rules: XP Experiences

Jackson, Andrew L.; Tsang, Shiu Lun; Gray, Alan; Driver, Christine; Clarke, Siobhán

doi:10.1109/adevc.2004.9

Cited by 9 publications

(6 citation statements)

References 3 publications

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“…Agility itself is defined by Highsmith and Cockburn (2001) as the "the ability to create and respond to change" (p. 120). Anecdotal evidence in the forms of lessons learnt and experience reports (Poole and Huisman 2001, Bedoll 2003, Rasmusson 2003, Jackson et al 2004, Schatz and Abdelshafi 2005, Coffin 2006, as well as several scientific studies (Fitzgerald et al 2006, Fruhling and De Vreede 2006, Sfetsos et al 2006, Dawande et al 2008, have argued for the appropriateness and effectiveness of various agile methods and practices. For example, in a theoretical analysis of pair programming (a common agile practice), Dawande et al (2008) found that pair programming will likely out-perform solo working when knowledge sharing between developers is efficient or when a scarce expert resource can be shared through pairing.…”

Section: Introductionmentioning

confidence: 99%

Coevolving Systems and the Organization of Agile Software Development

Vidgen

Wang

2009

Information Systems Research

240

184

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Despite the popularity of agile methods in software development and increasing adoption by organizations there is debate about what agility is and how it is achieved. The debate suffers from a lack of understanding of agile concepts and how agile software development is practised. This paper develops a framework for the organization of agile software development that identifies enablers and inhibitors of agility and the emergent capabilities of agile teams. The work is grounded in complex adaptive systems (CAS) and draws on three principles of coevolving systems: match coevolutionary change rate, maximise self-organizing, and synchronize exploitation and exploration. These principles are used to study the processes of two software development teams, one a team using eXtreme Programming (XP) and the other a team using a more traditional, waterfall-based development cycle. From the cases a framework for the organisation of agile software development is developed. Time pacing, self-management with discipline and routinisation of exploration are among the agile enablers found in the cases studies while event pacing, centralised management and lack of resources allocated to exploration are found to be inhibitors to agility. Emergent capabilities of agile teams that are identified from the research include coevolution of business value, sustainable working with rhythm, sharing and team learning, and collective mindfulness.

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Section: Introductionmentioning

confidence: 99%

Coevolving Systems and the Organization of Agile Software Development

Vidgen

Wang

2009

Information Systems Research

240

184

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“…A common problem for XP subjects conducted within universities is the lack of defined working hours [9]. The strategy we use to mitigate this problem is to emphasise that face-to-face teamwork is required and that teams must be able to schedule this.…”

Section: Teamsmentioning

confidence: 99%

“…Jackson, et al [9] list several factors which are likely to affect XP projects in universities. These include:…”

Section: B Xp In the Universitymentioning

confidence: 99%

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Extreme Programming in the University

Johnston¹,

Johnson²

2010

Proceedings of the Annual International Conference on Computer Science Education: Innovation &Amp; Technology CSEIT 2010 &Amp;

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Abstract-This paper summarises our experiences teaching Extreme Programming to undergraduate students over a period of 8 years. We describe an approach in which students learn about the Extreme Programming (XP) method by using it on real software development projects. This experiential learning technique has been effective in helping students understand how XP works in practice and helped them to develop the skills to reflect on their current approaches to software development and critically evaluate agile methods. Problems, including a steep learning curve for some XP practices and difficulties scheduling pair-programming time in a university environment are also identified.

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“…Based on quantitive value evaluation and cost estimation of requirements, optimizing methods are used to select suitable combinations from all requirements [14,15,18] for iterations. Recently, some researchers concentrate on the inconsistent requirements' value from multi-stakeholder viewpoints [17,19] and dependencies among requirements [20,21]. They suggest that the inconsistent value and dependencies should be considered when the optimizing methods are used.…”

Section: Related Workmentioning

confidence: 99%

A risk-driven method for eXtreme programming release planning

Huang

Shu

et al. 2006

Proceedings of the 28th International Conference on Software Engineering

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XP (eXtreme Programming) has become popular for IID (Iteration and Increment Development). It is suitable for small teams, lightweight projects and vague/volatile requirements. However, some challenges are left to developers when they desire to practise XP. A critical one of them is constructing the release plan and negotiating it with customers. In this paper, we propose a risk-driven method for XP release planning. It has been applied in a case study and the results show the method is feasible and effective. XP practicers can follow it to decide a suitable release plan and control the development process.

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Behind the Rules: XP Experiences

Abstract: Agile processes such as XP (

Cited by 9 publications

References 3 publications

Coevolving Systems and the Organization of Agile Software Development

Coevolving Systems and the Organization of Agile Software Development

Extreme Programming in the University

A risk-driven method for eXtreme programming release planning

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